samoa - reliefweb.int

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SAMOA

EMERGENCY PREPAREDNESS

OPERATIONAL LOGISTICS CONTINGENCY PLAN

PART 3 –SCENARIOS IDENTIFICATION &

LOGISTICS RESPONSE PLANS

GLOBAL LOGISTICS CLUSTER – WFP

APRIL – MAY 2012

PROGRAM FUNDED BY:

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A. Summary

A. SUMMARY 3

B. EMERGENCY SCENARIOS IDENTIFICATION 6

OVERVIEW 6

RISK UNDERSTANDING 6

C. SAMOA EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS 6

WARNING SYSTEMS 6

RESPONSE AGENCIES TO BE INVOLVED 7

RESPONSE FUNCTIONS 10

NATIONAL EMERGENCY OPERATIONS CENTRE 18

PROCESS FOR ACTIVATION OF THE NEOC 18

NEOC STAFFING, FUNCTIONS, ROLES AND RESPONSIBILITIES 19

D. LOGISTICS COORDINATION GROUP (LCG) AND SUB-GROUPS – TERMS OF REFERENCE & STANDARD

OPERATIONS PROCEDURES 20

A. LOGISTICS COORDINATION 20

B. THE LOGISTICS COORDINATION GROUP (LCG) 20

C. SAMOAN ACTORS 21

CUSTOMS CLEARANCE FACILITATION CELL (CCFC) – TERMS OF REFERENCE 24

INTRODUCTION: 24

RESPONSIBILITIES: 24

DISPATCHING AND CARGO TRACKING CELL (DCTC) – TERMS OF REFERENCE 25

INTRODUCTION: 25

REPORTING LINE: 25


TRANSPORT CELL (TC) – TERMS OF REFERENCE 26

REPORTING LINE: 26


LOGISTICS INFORMATION MANAGEMENT CELL (LIMC) – TERMS OF REFERENCE 27

INTRODUCTION: 27

REPORTING LINE: 27


E. SCENARIOS DETAILS & OPERATIONAL RESPONSE PLANS 28

A. LOGISTICS CONTINGENCY PLAN 1 – MEDIUM IMPACT SCENARIO 28

1. INTRODUCTION 28

2. EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS 28

3. SCENARIO DETAILS: 29

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4. OPERATIONAL SUMMARY 30

5. CONCEPT OF OPERATIONS 32

6. SUGGESTED SOPS 33

7. LOGISTICS RESPONSE WORK PLAN 35

8. PREPAREDNESS (MINIMUM PREPAREDNESS MEASURES) 39

B. LOGISTICS CONTINGENCY PLAN 2 – WORST CASE SCENARIO 40

1. BACKGROUND INFORMATION 40

2. EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS 41

3. SCENARIO DETAILS: 41

4. OPERATIONAL SUMMARY 44

5. CONCEPT OF OPERATIONS 47

6. SUGGESTED SOPS 49

7. LOGISTICS RESPONSE WORK PLAN 52

8. PREPAREDNESS (MINIMUM PREPAREDNESS MEASURES) 56

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B. Emergency Scenarios Identification

Overview

The range of possible disasters that may impact Samoa is large, too large to set up specific response mechanisms and operational logistics procedures for each one.

As the size of the potential impact, the locations and the type of response may be quite similar between certain types of hazards, we have tried to group several hazard into one global scenario.

Risk Understanding

Likelihood Almost Certain Likely Possible

Impact Moderate Floods

Major Cyclones

Volcanic Eruption

Earthquakes / Tsunamis

Catastrophic Cyclones

C. Samoa Emergency Procedures and Response Arrangements

Warning Systems

For some hazards, there is a period of warning during which the public and response agencies can prepare

to respond.

Warnings of developing or impending threats or hazards are issued by official sources in Samoa. These

official sources interpret information from external agencies and use this in conjunction with local data to

provide a specific warning for Samoa.

Information contained within a warning will usually be linked to the technical characteristics of the hazard

itself, and it will usually be issued in a predetermined format.

The public should always be directed to the official source of warning information rather than to any

external or secondary sources.

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The official sources of a warning may be different for different hazards, as illustrated in Table 5 below.

Table 5: Official Sources of warning information

Hazard Official Samoa Source of Warning Who warning is sent to

Weather related hazards including:

- Cyclone

- Storm surge

- High waves

- Heavy rain

- Strong & gusty wind

- Floods

- Droughts

- Samoa Meteorological Division “National Forecasting Centre”

-

- Media

- DMO

- DAC

Volcanic eruption including:

- Ash fall - Samoa Meteorological Division

“National Forecasting Centre” - Media

- DMO

- DAC

Tsunami - Samoa Meteorological Division “National Forecasting Centre”

- Media

- DMO

- DAC

Public Health hazards including:

- Disease

- Pandemic

- Epidemic

- Ministry of Health - Media

- DMO

- DAC

Terrorism - Ministry of Police Prisons & Fire Service

- Transnational Crime Unit

- Media

- DMO

- DAC

During a disaster response the DMO will translate the technical warning information into instructions for

the public.

Response Agencies to be involved

Not every response agency may need to respond to each type of disaster or emergency. This is because

the types of functions to be performed may be quite different. For example a cyclone may require

functions such as immediate evacuations, medical treatment and engineering checks of buildings,

whereas a maritime shipping incident may involve search and rescue or oil spill clean-up functions.

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During a national scale disaster or emergency all lead agencies report to the DAC located at the National

Emergency Operations Centre. Standard reporting formats are provided through the NEOC information

management and reporting system and hard copies should be made available to all agencies prior to a

disaster occurring.

For smaller events agencies may manage the disaster without the need for national level co-ordination.

In the table below is a quick guide to the key agencies to be involved in different types of disasters or

emergencies.

Additional agencies are likely to be required as well as those listed, however the major lead and support

agencies are indicated in the table.

Table: Quick-guide: Key Response Agencies to be involved

Hazard Key lead agencies Key support agencies

Cyclone Ministry of Natural Resources

& Environment

Police, MWTI, MAF, MWCSD, SRC,

FESA, LTA, SPA,

Volcano Ministry of Natural Resources

& Environment

Police, FESA, MWCSD, Samoa Red

Cross, MWTI, LTA

Tsunami Ministry of Natural Resources

& Environment

Police, FESA, MWTI, MWCSD, SRC,

LTA, SPA, SAA, Bluesky & Digicel,

MCIT

Fire (urban) Fire & Emergency Services

Authority

MNRE, Police, SRC, LTA

Public health crisis Ministry of Health NHS, SRC, MWCSD, MAF, SPA, SAA,

MNRE

Flood (river) Ministry of Natural Resources

& Environment

MWTI, LTA, FESA, Police, SWA,

MoH

Landslip Ministry of Works Transport &

Infrastructure

MNRE, LTA, Police, FESA

Stormsurge (including

tidal and coastal

erosion)

Ministry of Natural Resources

& Environment

FESA, MWTI, LTA, Police, MWCSD

Earthquake Ministry of Natural Resources

& Environment

FESA, Police, MWTI, MWCSD, SRC,

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Hazard Key lead agencies Key support agencies

Forest Fires Fire & Emergency Services

Authority

MNRE, SRC, Police,

Aircraft emergency

(Airport)

Ministry of Works, Transport &

Infrastructure – Civil Aviation

Police, SAA, FESA, SRC, MNRE

Hazchem incident –

marine

Ministry of Police & Prisons

(Maritime),

MWTI (Maritime), MNREM, SPA

Lifeline Utility Failure -

electricity

Electric Power Corporation FESA, PPS, MNRE, MoF

Lifeline Utility Failure –

water

Samoa Water Authority MNRE, FESA

Animal or plant disease Ministry of Agriculture and

Fisheries

MNRE, MOH, MoR

Civil emergency

(external)

Ministry of Police &Prisons FESA, SRC, NHS

Lifeline Utility Failure -

telecommunications

SamoaTel OoTR, MCIT, MNRE

Major infrastructure

failure – building

collapse

Fire & Emergency Services

Authority

Police, MNRE, SRC, MoF, MWTI,

EPC, NHS, MoH,

Major infrastructure

failure - dam

Electric Power Corporation Ministry of Works Transport &

Infrastructure

Drought Ministry of Natural Resources

& Environment

MAF, SWA, MoH

Aircraft emergency

(other location)

Ministry of Police & Prisons SAA, MWTI, FESA, MNRE

Maritime vessel

emergency


(Maritime),

SPA, MWTI (Maritime), SSC

Hazchem incident -

land

Fire & Emergency Services

Authority

MNRE, BOC, Origin Energy, PPS,

MoH, MAF

Terrorism Ministry of Police & Prisons Transnational Crime Unit

Civil emergency

(internal)

Ministry of Police & Prisons MWCSD, FESA,

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Response Functions

During a disaster there are a lot of different functions to be undertaken. These are achieved by a wide

range of agencies which each have a mandate, legal responsibility, agreement or simply the resources to

undertake the function.

The agency that makes sure a particular function is achieved is the lead agency for that function. They are

responsible for arranging all the support agencies they need to do the job. During a national scale

response, lead agencies report to DAC located in the NEOC.

Support agencies carry out tasks to help a lead agency do a specific function during a disaster. Support

agencies report to the lead agency.

The functions to be undertaken in disaster situations are described in Table 6, along with the lead and

support agencies responsible for undertaking the functions.

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Table 6: Functions required during disaster response and recovery

Ref Response Functions Lead Agency Role Support Agencies Role

Health & Medical

1 First aid Samoa Red Cross Society

Provide first aid training and first aid services to injured people

Ministry of Police & Prisons, Fire & Emergency Services,

Ministry of Health

Village Disaster Management Teams

Provide first aid services

2 Transport and movement of casualties

National Health Services

Co-ordinate ambulance services

Samoa Red Cross Society

Fire & Emergency Services Authority

Ministry of Health

WHO

Provide ambulance and transport services if available.

3 Medical treatment National Health Services

Ensure hospital and health services are running Hospitals/ Medical Centres

WHO

MoH

Provide Hospital and health services

4 Public Health Ministry of Health Co-ordinate public health response.

Co-ordinate public health response.

Control spread of communicable diseases

Provide public health advice


Hospitals/ Medical Centres

WHO

Assist community based public health activities

Provide resources and facilities as requested

5 Management of deceased victims


Manage the identification, handling, and transportation of deceased victims including personal effects reconciliation, and notifying next of kin.

Health

Coroner

Funeral directors

Provider personnel, facilities and equipment as requested

6 Mortuary services Coroner (Ministry of Justice)

Provide mortuary services

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7 Counselling & support National Health Services

Provide psychological support services to those affected by the emergency

Ministry of Health


MWCSD

Aid agencies

SUNGO

WHO

Assist with Counselling and support as requested.

Search and Rescue

8 Land search Ministry of Police, Prisons

Co-ordinate search activities for people missing on land MWTI (roads), LTA

Co-ordinate road access if required

9 Land rescue (e.g. structural collapse, accidents)


Co-ordinate rescue of people

Provide resources for rescue

Samoa Airport Authority

MWTI (buildings)

MWTI (roads)

Ministry of Police & Prison

Provide personnel and equipment for rescue (as per Airport emergency plans)

Provide building plans and structural advice

Provide personnel and equipment; access to contractors

Cordon off area at risk and ensure safety & security

10 Maritime search and rescue (e.g. vessels, aircraft in the sea)

Ministry of Works Transport & Infrastructure –Maritime

Samoa Ports Authority

Provide “On Scene Commander”

Co-ordinate maritime rescue activities

Provide, manage and maintain adequate and efficient port services facilities and security in port


Fire Services

Overseas navy personnel


Provide personnel and resources (e.g. vessels, communications etc) for rescue

Evacuation

11 Evacuation of people MNRE

Determine if evacuation is required

Foreign Government Reps

Assist with evacuation from Samoa of foreign nationals

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Village Council/ organisations

Evacuate areas required for public safety

Evacuate at risk areas within villages

MWCSD, SQB, Media

DMO,

SAA, SPA

Utilise communications networks to assist with evacuations

Utilise siren system to signal evacuation

Community welfare

12 Registration of evacuees Welfare & IDP DAC Sub-Committee

Coordinate the identification and recording of

information about people affected by the

emergency

Samoa Red Cross Society, Hospitals, Caritas/CCJD

Aid agencies

SUNGO

Churches


Provide personnel and information to assist with identification and recording of information about people affected by the emergency as requested

13 Temporary shelter Welfare & IDP DAC Sub-Committee

Coordinate the establishment and management

of shelters and evacuation sites for evacuees

Samoa Red Cross Society, Caritas/CCJD

Aid agencies

SUNGO

Churches


Provide resources and facilities to support evacuees including establishment of shelters if possible

14 Disaster food Welfare & IDP DAC Sub Committee

Coordinate the provision of emergency food

supplies to affected people


Caritas/CCJD

Aid agencies

SUNGO

Churches


Provide support for food provision

Distribute food in accordance with the SRCS National Food and Nutrition Policy (PK(96)76).

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15 Disaster clothing Welfare & IDP DAC Sub-Committee

Provide emergency clothing supplies to affected people Samoa Red Cross Society,

Caritas/CCJD

Aid agencies

SUNGO

Churches

Village Council/ organisaitons

Provide support for clothing provision

16 Animal Welfare Animal Protection Society

Provide facilities and supplies to ensure the wellbeing of animals affected by a disaster

MAF (Quarantine)

Vets

Provide staff, facilities or services as available

17 Disaster Finances Ministry for Finance Co-ordinate the collection, allocation and provision of monetary aid to people affected by a disaster.

Aid Agencies

Donors

MFAT

Secure monetary aid

Logistics supply

18 Incoming resources Logistics Support Unit of the NEOC

Co-ordinate and prioritise resources (human and physical) needed to respond to emergency event.

Co-ordinate procurement, payment, access, staging , distribution and return of resources if necessary

Red Cross

Aid Agencies

DMO

Provide personnel and facilities to assist with delivery of resources to response agencies to manage the emergency.

Foreign Government Representatives

Access resources from home countries available for emergency response

SQUIP Facilitate border control services

SPA, SAA Provide facilities for incoming resources

Information management

19 Public information NEOC Management Unit & National Controller

Provide information to the public regarding the emergency and the actions they should take.

Disseminate warnings as provided by alerting and monitoring agencies

Appoint spokespeople for the emergency event.

Co-ordinate the provision of information to media agencies (local and international)

SBC, Radio stations, Media

Disseminate information to the public using communications equipment and personnel

All response agencies Communicate with users of own service as to how the emergency will affect their ability to use the service

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20 Enquiries about affected people

Red Cross Coordinate collection and collation of information

from all support agencies and provide collated

information about missing people to next of kin

and to DAC through NEOC.

MFAT, Foreign Government Representatives

Coordinate collection of information

about foreign citizens

Collect and provide information to overseas countries about people affected by the disaster

Samoa Tourism

Authority

Samoa Hotel

Association

Samoa Red Cross

Ministry of the Prime

Minister & Cabinet

(Immigration)

Collect information from Hotels for

provision to foreign government

representatives through MFAT.

Provide information about affected people

using Tracing programme.

Provide the list tourists and other

foreign citizens that entered Samoa

before the disaster take place

21 Communications between response agencies

MNRE (DMO) Ensure physical communications systems are in place for agencies to communicate with each other.

Establish communications protocols and reporting processes.

All response agencies Report on progress with emergency functions to the Lead Agency

Samoa Tel (Bluesky)

Digicel

Radio& TV stations

Office of the Regulator

Take all effort to restore communications systems.

Make available emergency communications systems

Impact assessment

22 Reconnaissance and needs assessment

First Response &

Initial Assessment

Sub-Committee

Co-ordinate initial assessment of affected areas

and disseminate information to response agencies

through the NEOC Operations Unit

Response agencies

Utility operators

Provide information on how utility operators have been affected by the emergency.


Assess damage to village and report to MWCSD.

Ministry of WCSD Collect disaster impact information from villages and report to the DAC

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Welfare & IDP Sub-

Committee

Utilities and Social

Services

Coordinate assessment of immediate needs of

affected villages at the shelters/evacuation sites

and other areas of affected villages

Coordinate compilation of assessment findings to

determine needs and report them to NEOC

Operations Unit

Ministry of Education, Sports & Culture

Collect disaster impact information from schools and report to the DAC.

NHS Collect disaster impact information

from all hospitals including district and

health centres

Aid agencies, Provide overseas teams for impact assessment if required and requested.

23 Building Safety Evaluations

Ministry of Works Transport and Infrastructure – Buildings

Co-ordinate assessment of damaged structures to determine if they can be fixed or not.

Co-ordinate assessment of structures to ensure they are safe to be re-occupied

Consulting Engineers Carry out engineering assessments of damaged structures.

24 Building health assessment

Ministry of Health Assess damages to structures to ensure they will

not cause health problems if they are re-occupied

WHO, Aid agencies, Support public health assessments as required.

25 Utility Services impacts Utility operators Determine damage to utility services and take action to restore services as soon as possible

26 Access impacts - roads Land Transport

Authority

Determine damage to road networks and restore roads and transportation networks as soon as possible

M MPP

MWTI

Manage disruption to traffic flows

caused by access disruptions

Provide resources to support road

networks assessment and restoration

27 Access restoration - air Samoa Airport Authority

Determine damage to air transport networks and restore airport facilities and services as soon as possible

28 Access restoration - Marine

Ministry of Works Transport and Infrastructure – Maritime

Determine damage to marine transportation networks and ensure facilities and services are restored as soon as possible to allow marine transport to resume

SPA

SSC

Restore facilities and services as soon

as possible

Restore maritime transportation

services as soon as possible

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29 Environmental impact Ministry of Natural Resources & Environment

Determine impacts to the environment including air, coastal, land and water resources.

MWTI –Maritime

SPA, FESA, BOC

Gases, PPS, Aid

Agencies

Respond to contain and clean up oil pollution

Provide resources and support for

marine assessments

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National Emergency Operations Centre

The National Emergency Operations (NEOC) is the nominated central co-ordination centre for all national scale disasters which

may occur.

Major functions performed within the NEOC during national disaster situations include:

Hosting meetings of the DAC

The gathering, collation and dissemination of information.

Gathering information on activities being undertaken by Disaster Advisory Committee member organisations.

The co-ordination of operational action including the deployment of personnel, tasking of organisations and individuals, and receipt and distribution of relief supplies.

Issuing directions as directed by the National Disaster Council.

Gathering information from affected districts and villages.

Preparing situation reports for the National Disaster Council.

The operation of disaster communications networks for management of the disaster.

The National Emergency Operation Center is located at the Faleata Fire Station and the contact details are as follows:

The decision to relocate the NEOC is made by the Chairperson of the DAC on advice of the DMO. Additional alternate facilities

may be required if the disaster situation means both the primary and alternate NEOC location are unavailable.

Process for activation of the NEOC

Response to a disaster will be undertaken in three stages, as follows:

Stage 1: Standby

Stage 2: Action

Stage 3: Stand-down

This escalation process will avoid over-response, and will serve as a guide for organisations with a role in disaster response as

to when they should undertake response activities and implement their own agency response plans.

Stage 1: Standby

Standby comes into effect when it has been established that a hazard exists, or threatens to affect all or part of the country.

The DMO will notify all Disaster Advisory Committee member organizations of the hazard, and place them on standby so they

are ready to begin operations or actions immediately if they are called upon.

The DMO will also inform the NDC that organisations have been placed on standby.

During this stage all organisations should check their personnel and facilities are ready for disaster response.

Stage 2: Action

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This stage comes into effect when the threat or impact is imminent or has already occurred (with no warning).

The National Emergency Operations Centre will operate and DAC members will undertake disaster response as per their

agency response plans and DAC sub-committee plans and/or arrangements.

The NDC will be notified that the NEOC is operating, and reports will be provided to the NDC, on behalf of DAC agencies by the

Chairperson of the DAC.

Stage 3: Stand-Down

The NDC is responsible for determining when stand-down from a disaster response should occur. This decision is to be made

after consultation with the DAC.

A staged stand-down may be necessary with organisations with limited involvement in the operations being stood down in the

first instance.

Following stand-down of emergency response the NEOC will close.

Emergency operations then move into the recovery phase. Recovery actions will continue for a significant period of time after

disaster response. Recovery activities are described in section 6.4.

NEOC Staffing, Functions, Roles and Responsibilities

The DMO is responsible for the smooth operations of the National Emergency Operations Centre.

The NEOC is staffed by trained personnel from DMO and other MNRE divisions, along with personnel from the key response

agencies involved in the disaster response. The DMO in consultation with these response agencies need to identify appropriate

personnel from these agencies to be seconded to the NEOC and put in place arrangements to formalize seconding of these

personnel before a disaster occurs. These key response agency personnel may differ depending on the type of event being

experienced

All personnel identified as the NEOC staff must complete trainings in NEOC information management and reporting system,

the Emergency Operation Centre courses (EOC) and the Coordinated Incident Management System (CIMS).

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D. Logistics Coordination Group (LCG) and Sub-groups – Terms of Reference

& Standard Operations Procedures

Samoa tends to become a sub-regional hub for economical actors and for logistic operations. Developing manufactures and

touristic industries boost the development of private transport and logistics services.

Regarding humanitarian operations, here under is a list of the major actors, involved in Logistics operations during emergency

responses to natural disasters.

a. Logistics Coordination

There are several logistics related units in Samoa’s Disaster management framework.

- One Logistics Officer in DMO

- A Logistics & Services cell is activated during emergency responses and is part of the NEOC.

- A Utilities & Social Services DAC Sub-committee is in charge of ensuring that key infrastructures and access are

operational directly after disasters

Nevertheless, up until now, very few Logistics preparedness activities have been implemented in Samoa.

As Logistics may be one of the major concerns during emergency operations, a Logistics Coordination Group (LCG) has been

established in 2012. This LCG will support the activities of the DMO’s Logistics Unit.

b. The Logistics Coordination Group (LCG)

The LCG is a newly established1 coordination working group, aiming to support the DMO’s Logistics Unit and to ensure that

Logistics Preparedness activities (stand-by agreements, compiling of logistics related databases, logistics contingency plans,

training, simulations) are in place in Samoa.

The LCG is composed of:

- One representative from the DMO – the head of the Logistics Unit

- One representative from Volunteers Organizations - the coordinator of VERTS

- One representative from the Red Cross – the Logistics Coordinator of SRCS

- One representative from the Ministry of Works, Infrastructures and Transport

- One representative from the UN – from UNDP

- One representative from the Ministry of Finances – AID Department?

- As observer, one representative from the Donors?

Among its areas of competencies, let’s mention:

Implementation of the Logistics Preparedness plan

1 Inception in May 2012

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o Standardization of Logistics Documents o 3Ws o CivMil coordination o Roles & Responsibilities of actors involved in Logistics o Update of the LCA o Capacity building and training plan for the key logistics actors o Facilitations measures aiming at improving the logistics preparedness, emergency customs clearance, stand-by agreements

c. Samoan Actors

DMO The Disaster Management Office (DMO) is responsible for ensuring the ongoing co-ordination, development and

implementation of disaster risk management programmes and activities in Samoa.

The Assistant CEO responsible for the DMO is the Secretary of the DAC and NDC, and is responsible for overseeing all

administration and activities of the DAC and the NDC.

The Logistics Unit of the DMO is in charge of all Logistics preparedness issues.

DAC SUB-COMMITTEE for Utilities & Social Services

This sub-committee is mandated to coordinate sectoral and in-depth assessments, immediate restoration of critical utilities

and social service infrastructure, and reporting.

Given the need for this sub-committee to react fast, any agency can start activities ahead of formal activation of the sub-

committee.

Ministry of Works, Transport & Infrastructure (Chair and Secretariat)

Ministry of Communications and Information Technology (Vice Chair)

Land Transport Authority

Samoa Shipping Corporation

Samoa Ports Authority


Office of the Regulator

Bluesky

Digicel

Ministry of Education, Sports & Culture

National Health Services

Electric Power Corporation

Samoa Water Authority

Samoa Tourism Association

Samoa Bureau of Statistics

The relevant PHT Clusters under this sub-committee are the Protection, Health & Nutrition, WASH and Shelter cluster.

Among the responsibilities of the sub-committee are:

- To coordinate in-depth assessment of the impact of a disaster on utilities and social services including facilities/

infrastructure to enable immediate restoration of these services pending long term recovery program implementation

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and ensure that this report is shared with the Early Recovery and Recovery Needs Sub Committee and the NEOC

Operations Unit.

Coordinate immediate restoration of utilities and social services including resources required to implement these restoration

works and a strategic plan on how to go about in restoring these services;

Develop a strategic restoration planning template to facilitate development of such plan during disaster or emergency

response;

NEOC Logistics & Support Unit

This unit is made up of the Logistics Manager and 6 units – supplies, facilities, communications, medical services, catering and

financial services.

The unit needs to ensure that emergency teams can perform efficiently and have the means to do so.

Responsibilities

The Logistics Manager’s responsibilities are:

Provision of resources to response agencies and sub-committees

Operational costs monitoring and reporting

Communication plan / system, provision of communication means to response teams

Supplies sourcing

If needed, provision of medical services to response personnel

Catering of response teams and personnel

The responsibilities of the Supplies unit are:

Supplies sourcing at national and international level

Liaison with national and international organisations on availability of prepositioned humanitarian stocks +

operational arrangements for access, transport (upstream pipeline) …

Storage, availability and operations, at entry points, intermediate dispatching points and at field level

Transport, including land, sea and air (downstream pipeline)

The responsibilities of the Facilities unit are:

Response facilities management (evacuation centers, operational facilities …), incl. provision of water, power,

communication means, etc.

Liaison with owners / managers of those facilities

The responsibilities of the Communications unit are:

Communication plan

Availability of communication means at all operational levels

The responsibilities of the Medical services unit are:

Liaison with National Health Services and MoH for provision of medical services for response teams and

personnel at all levels

The responsibilities of the Catering unit are:

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Arrange the provision of catering services for response teams and personnel at all levels

The responsibilities of the Financial Services unit are:

Financial monitoring of response operations (with DAC, NEOC, sub-committees …)

Procurement paperwork, in accordance with GoS policies

Recording

Financial reporting

Composition

The Logistics & Support Unit is headed by the Logistics Manager – Senior Disaster Management Officer at the

DMO

The composition of the Supplies unit varies from 4 to 12 persons, depending on the scale of the disaster and

the need to operate on a 24/7 basis or no:

o Customs clearance is ensured by delegate(s) from:

The Operations section of the Ministry of Finance

Customs department

If needed, support from private Logistics, CC or FF companies

o Supplies sourcing / procurement is ensured by delegate(s) from:

Xxx

Xxx

o Storage is ensured by delegate(s) from:

Xxx

Xxx

o Dispatching is ensured by delegate(s) from:

Xxx

Xxx

o Transport is ensured by delegate(s) from:

Xxx

Xxx

o Information Management is ensured by delegate(s) from:

Xxx

Xxx

The Medical Services unit is made up of:

o Delegate(s) from xxx

The Catering unit is made up of:

o Delegate(s) from xxx

The Financial Services unit is made up of:

o Delegate(s) from the Aid department of the Ministry of Finances

o Delegate(s) from the Audit department of the Ministry of Finances

Specific operational cells

Depending on the size and the specificities of the disaster, the Supplies Unit may vary significantly in number and in

objectives. If needed, some specific cells may be set up, with precise ToRs, to operate the most challenging parts of

the emergency logistics operations. Here under are examples of ToRs for those thematic cells.

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Customs Clearance Facilitation Cell (CCFC) – Terms of Reference

Introduction:

During emergencies, if the size of the events requires international assistance, a Customs Clearance coordination cell, composed by representatives from the Ministry of Finances and the Customs, may be set up.

In addition, a volunteer support from one of the major Freight Forwarding / Shipping / CC brokers companies should be a significant added value.

Responsibilities:

Assessment

Meet with the Central Customs authorities to review existing customs regulations

Information Management

Ensure INGOs and UN agencies’ good understanding of local Customs policies and their application.

Document the “application of customs procedures”.

Keep the humanitarian agencies informed on standard customs procedures

Operations

If required, negotiate facilitation measures with national and local authorities, including registration process for NGOs / International agencies.

Advise the response teams on main customs issues affecting operations.

Facilitate / support / ensure Customs Clearance procedures for registered humanitarian agencies

Maintain a paper trail for future reference

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Dispatching and Cargo Tracking Cell (DCTC) – Terms of Reference

Introduction:

During Emergency Response operations, Samoan authorities will set up dispatching centers; all the commodities transiting through the dispatching centers before being sent to distribution areas.

During emergencies, the dispatching centers should be operated by / with the support of private companies bringing

their professional experience for dispatching operations and commodities tracking. This recommendation will require

that prior stand-by agreement – even basic – is signed between DMO and the pre-identified private companies.

As all operations in remote areas will require repackaging and transshipment operations, this need to be considered when designing the initial Concept of Operations (an additional hangar, linked to the dispatching centre, need to be specifically designated to this purpose).

During emergencies, the Customs Clearance coordination cell, composed by representatives from the MoF and Customs should be operating from the dispatching center

Reporting line:

The Dispatching & Cargo Tracking Cell reports to the Logistics Manager

Responsibilities:

Develop mechanisms for capturing data for commodity tracking purpose.

Distribute reporting formats as required.

Compile Agencies' relief commodities information and summarize in pre-determined formats for publication in Sitreps.

Conduct commodity tracking data filtering in accordance with agreed parameters for ‘pending’, ‘in-stock’, and, ‘distributed (Delivered)’.

Enforce the tracking of a) filtering, b) entering, c) cross-checking process (third party check) (signatures at each stage).

Work with the Data entry clerk (If deployed) to resolve discrepant data prior to inputting to the system.

Coordinate reporting procedures and distribute reporting formats as required

Register all data for statistical evidence, including details of all commodities handled and transported under the Logistics co-ordination by establishing a commodity tracking system.

Commodities should be classified by type of food and by type of non-food item.

Transport mode should be classified by type (air, rail, road, water) and by name of operator.

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Transport Cell (TC) – Terms of Reference

Reporting line:

The Transport Cell reports to the Logistics Manager & the NEOC

Responsibilities:

The Transport & Shipping Cell is responsible for the downstream pipeline. It includes the following duties:

Land Transport

Define specific transport strategies and procedures and ensure effective integration of transport in Logistics operations.

Manage transport operations including all transport assets in order to ensure timely and cost-effective delivery of cargoes.

Identify, mobilize resources, implement and report on special transport operations.

Ensure that accurate and complete accounting, reporting and internal control systems are functioning and that all relevant records are maintained.

Ensure effective commodity management and quality control.

Coordinate transport operations with the Dispatching and Cargo Tracking Cell.

Supervise staff as required.

Shipping & Air transport

Liaise with appropriate resources in order to determine the most efficient mode of calling forward commodities, taking into consideration type of commodity, quantity, port / airport conditions, weather conditions, freight market condition, etc.

Negotiate and conclude sea / air transportation arrangements with shipping / air operators, including the chartering of vessels, on either a short or long-term basis or conclude ad-hoc individual rate agreements.

Appoint, instruct and supervise a network of Freight Forwarding Agents and provide advice to the appointed agents as required.

Liaise closely with agents and suppliers to ensure that cargo readiness matches vessels arrival.

Prepare and maintain statistical reports on shipping and chartering information.

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Logistics Information Management Cell (LIMC) – Terms of Reference

Introduction:

During Emergencies, Information Management is of the upmost importance for Emergency Logistics Operations.

Logistics Information Management will need to provide updated information about Logistics Operations to the

National Disaster Controller and to the NEOC on a daily basis.

Reporting line:

The Logistics Information Management Cell reports to the Logistics Manager, the National Disaster Controller and to the NEOC

Responsibilities:

The LIMC will act as the focal point for collecting, analyzing and disseminating logistics information.

The LIMC will work closely with the Logistics Manager.

Gather information on the overall logistics situation, including comprehensive data on logistics procedures and bottlenecks from the various Logistics participants and national authorities.

Produce Logistics reports in specific formats as required within the operations. Key products include: Sitreps, snapshots, flash news, briefings, road matrix, and area overview.

Liaise with Logistics participants, and national counterparts to gather information for the production of daily Sitreps and weekly bulletins, ensuring that challenges and concerns relating to the logistics operations are represented.

Consolidate and share key logistics information and procedures, such as Concept of Operations and Standard Operating Procedures (SOPs) ensuring they are regularly revised/updated if required.

Inform relevant stakeholders on commodity tracking reporting procedures.

Prepare talking points and agenda for LCG meetings, compile minutes / action points and ensure timely sharing of meetings minutes with all participants.

Prepare operational overview, briefings and snapshots on the logistics operation for donors, UN Country Team, Office of the Humanitarian Coordinator and other stakeholders as requested.

Establish, moderate and maintain Logistics mailing list.

Standardize and execute quality control of logistics assessments and activity reports.

Distribute reporting formats as required, and compile logistics plans/forecasts of other organisations.

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E. Scenarios Details & Operational Response Plans

a. Logistics Contingency Plan 1 – Medium Impact Scenario

1. Introduction

This scenario is tailored to answer medium impact disasters. Namely, those ones may be flooding, category 1 or 2 cyclones,

moderate volcanic eruption, moderate tsunamis, fire, etc.

It is assumed that the Samoan government is able to answer – at least on an operational point of view - to this kind of event

without asking for international assistance.

2. EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS

Regarding Emergency Procedures, roles and responsibilities, activation process, etc. please refer to chapter C. Samoa Emergency procedures and Response Arrangements above. Emergency/disaster management involves the implementation of actions immediately prior to, during, and immediately after an emergency/disaster in order to ensure that the effects are minimized and that those affected are promptly attended. The responsibility for all emergency management arrangements at national level lies with the Disaster Management Council. In relation to a specific hazard, one Lead Agency is responsible for emergency response to the extent that it can manage the emergency/ disaster (see table on Chapter C).

Operational Command and Coordination

When disaster operations are initiated, the National Disaster Controller (CEO, Ministry of Natural Resources and Environment) will be in overall command. He will exercise this command in close cooperation with the Council, as stated in the National Disaster management Plan. The Council will be fully informed by the National Disaster Controller and will provide policy guidance to the disaster operation.

Operational Roles of Key Agencies

There are different response activities in relation to the issuance of early warnings. The typical responses are:

Dissemination of warnings

Evacuation of affected people

Security for people and property

As soon as a warning is issued, the responsible agencies should coordinate relevant response activities in relation to evacuation and providing security for people and property. Every agency/organization shall include flooding response arrangements and procedures in accordance with their agency/organization emergency plan. These arrangements and procedures are to be based on this plan. All major facilities/utilities located within the disaster zone should begin to implement their emergency response plans.

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3. Scenario details:

Summary Casualties: Fatalities and injuries very low, except for flash floods; Infrastructure Damage Hundred buildings and infrastructure (roads, bridges) damaged Evacuations/Displaced Persons: up to 20.000 people - 4.000 HH Economic Impact Significant at local level

Main crop harvest could be damaged; Roads, bridges, and other infrastructure in the disaster areas may be partially damaged; Emergency humanitarian assistance for shelter, water, food, healthcare and sanitation will be required;

Potential for Multiple Events Yes, seasonal Recovery Timeline Months

Scenario Overview: General Description –

Cyclone

Affect the western and northern coastal areas of Savaii and northern coastal area of Upolu. Destructive winds will affect most

of the coastal areas of Upolu and Savaii. Subsistence crops destroyed, property damage and unprotected coastal infrastructure

destroyed. Significant injuries. Power and telecommunications disrupted.

Volcanic Eruption

It is likely that areas on the northern half of Savai’i will be more vulnerable to the effects. Damage will be greatest on adjacent

flora and fauna, infrastructure, tourism, subsistence agriculture and fisheries, and general property damage. The airport will be

closed for prolonged periods (due to ash). No loss of life anticipated. Some villages may have to be permanently relocated.

Tsunami

Damage to unprotected coastal areas will occur. Subsistence crop loss and damage to coastal infrastructure ar expected.

Fishing industry affected. Significant property damage. Loss of life would be expected for both tsunami generated some

distance away (e.g. Chile-Peru region) despite warning of approximately 13 hours, and more significantly for tsunami

generated in the region (e.g. Tonga - Kermadec trench) as warning periods will be much shorter.

Urban Fires

The buildings are all attached/close together with no fire protection, or water supply. Fast moving fire would destroy

properties quickly and would be difficult to get under control. Many potential fire sources are present in this area (cooking oils

etc). Major economic impact with many injuries and potentially also loss of lives.

Flood

Prolonged heavy rainfall in and around Apia, affects roads, blocks drains, flash flooding in locations with the potential to cause

a small number of deaths, crops affected. Most effects short lived.

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Landslides

Landslides in Samoa are usually caused by heavy rainfall. Earthquakes can also trigger landslides. Landslide hazard zones have

been mapped for the whole of Samoa. Instability of soil has also been mapped for the whole of Samoa. If landslides occur, it is

highly likely that major damages to infrastructure such as roads, water pipes, electricity, and communication can occur. They

are unlikely to cause fatalities as most unstable areas are away from human settlements. There is a lot of quarrying activities

which may cause soil instability in the future.

Key implications Triggers

Dissemination of relevant flood alerts issued by GoS services (Meteorology Division)

DMO issues warnings, alert and updates

Local authorities determine that the disaster is beyond their capacity and that it requires a higher level of response.

Resources for Response To summarize, in case of medium level scenario, local authorities may need support in:

Shelter

Emergency health

Potable water

Regeneration of livelihoods Pre-Raining Season Preparedness & Coordination Ideally:

DMO to organize pre-raining season meetings to review preparations for disaster with reference to shortfalls

Coordination meeting with first responders agencies

Coordination to envisage pre-positioned stock

Updating of local preparedness and response plans

Preposition of key response equipment to response agencies, boats, etc.

Visit by Director DMO and other key stakeholders to vulnerable sites Preparedness Measures during Raining Season

Need based meetings

Monitor dissemination of early warning to vulnerable areas.

4. Operational Summary

Description

Vulnerable areas

/ periodicity

Mostly coastal areas in Samoa. Hills areas for landslides and volcanic hazards.

Most frequent rains are reported between November and April.

Early Warning

and Triggers

Dissemination of relevant alert issued by GoS services o MET/DMO issue warnings, alert and updates o DMO may also determine that disaster requires national intervention.

Consequences Medium impact scenarios will not critically affect the logistics operations for long periods: most affected areas will continue to be accessible.

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A very large percentage of the total populations live close to the coast and/or on sea level.

Except regarding flash floods, medium level scenarios usually lead a low level of injuries / fatalities.

Outbreak of communicable diseases:

Water-borne diseases: o Diarrheal diseases, o Etc.

Air-borne diseases: o Respiratory infections

Damages will be noticed in:

Houses

Sanitation facilities

Infrastructures, means of communication, transportation

Lack of access to:

Shelter

Safe water

Sanitation facilities (latrines)

Global strategy

of intervention

Support the governmental services in their response and support coordination of activities with other stakeholders/actors

Facilitate access to:

Shelter

Safe water


Food

Non food items (soap, blankets, jelly cans, plastic sheeting, pots/ dishes, fire wood, etc)

Health facilities, targeted services and appropriate supply

Prevent outbreak of communicable diseases:

Leptospirosis, typhoid …

Water-borne diseases: Diarrheal diseases

Air-borne diseases: Respiratory infections

Other concerned Actors

National Governmental agencies:

United Nations

Local NGOs, CBOs, FBOs

Donors

Private Sector

Scope Prepare for an initial intervention of 2 weeks (<25.000 people = 5.000 HH).

Preparedness

HR Prepare for an initial intervention of 2 weeks (<25.000 people = 5.000 HH).

Stocks Technical stocks

HH kits

Hygiene kits

Cooking kits


Medical supplies

Equipment stock

Power kits

Communication kits

Local procurement sources

Priority to local procurement in small quantities to the national or local agencies.

Coordination DAC Coordination meetings.

Report on situation, plans, monitoring and surveillance.

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5. Concept of Operations

The Concept of Operations detailed here under is managed by the Logistics Unit in place in Samoa.

The objectives and activities of the Logistics Unit in Samoa are the following: The foremost objective is to support the NEOC in coordinating and operating logistics efforts, and by association the delivery of

various humanitarian assistance programmes.

Logistics Planning Assumptions & Identified Gaps

Given the potential extent of the damages inflicted by medium impact scenarios, and given the lessons learnt from the

previous emergency responses, there is a requirement to ensure coordination between the various levels in intervention

(governmental authorities, private sector, humanitarian actors) assisting the affected communities in order to maximize the

sharing of scarce logistics resources.

In case of medium impact scenarios, the Samoan government and national organisations should have sufficient capacity to handle the logistics part of their response programmes.

Access to all affected areas will be the main challenge for logistics operations.

The overall management of the logistics information such as NFIs availability, prices, storage & transport availability and capacities, pipeline information and capacities will play a key role in ensuring efficiency and effectiveness of the overall humanitarian response operations.

Worth noting that locally based organisations will require operational support for logistics operations. Private companies’ assets may be required for temporary (and paid) use.

Concept of Operations – Medium level scenario

Coordination

- The initial Concept of Operations is designed for a first 2 weeks response (with prolongation up to 3 months).

- Based on the request of the DMO / National Controller, the Logistics & Support Unit will be activated at the NEOC. The Logistics & Support Unit could also appoint one dedicated Logistician at local level to focus specifically on the facilitation of logistics operations, coordination and information management (IM).

- During the first days, daily meetings will be conducted (at national level) to offer a forum for information sharing and decision-making related to logistics operations. Periodicity will then be reviewed based on the situation.


- Based on the situation reports, organisations inputs and field assessments, the Logistics & Support Unit will solicit data from local and districts levels (assets availability, prices, bottlenecks, storage, transport capacities, etc.), compile it and offer updated information along with the relevant recommendations and technical advices.

- Consolidated IM products - including maps - will be disseminated on a regular basis to ensure that all involved organisations have access and knowledge of the wider situation affecting the logistics, to aid planning and decision-making in their respective organisations and clusters.

Liaison

- The Logistics & Support Unit will also act as a liaison with the relevant Governmental line ministries/departments, and UN agencies to facilitate importation of the humanitarian goods, if needed.

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6. Suggested SOPs

Activation:

During “emergency phases”, the DMO’s Senior Disaster Management Officer in charge of Logistics switches to an operational officer, coordinating emergency logistics operations as an active component of the NEOC and, upon identified need, at the local level.

The activation of the emergency phase is decided by the Council.

On a daily basis, members of the Logistics & Support Unit manage / coordinate the Emergency Logistics Operations and are seconded to the NEOC operations.

Operations:

Meeting Place: NEOC and Local Offices Meeting Frequency: During emergencies daily, to be adjusted according to situation Support – provides and receives support from the NEOC. Support can also be requested from the humanitarian community to assist in the running of the Logistics & Support Unit.

Activities:

Liaison

- Participate actively in the NEOC

- Participate to the clusters meetings organized by OCHA/UN

- Develop and maintain relevant contacts/networks in the humanitarian, private and governmental structures;

- Intervene, as necessary and as required, on behalf of the humanitarian community to expedite processes and resolve problems related to Logistics with the Government and among the humanitarian actors;



- During emergencies, the Logistics & Support Unit organizes logistics coordination meetings, acting as an interlocutor between participating organizations and the management of the NEOC to monitor and resolve gaps in the delivery of assistance.

Customs Clearance facilitation

- If import of relief items is needed, the Logistics & Support Unit could establish a “Customs Clearance Facilitation Cell” (CCFC). This Cell should provide a link between organizations importing relief items into Samoa and the governmental authorities for customs clearance support facility.

Dispatching and Cargo Tracking

- During emergencies, the dispatching centers will be operated by the Logistics & Support Unit with the potential support of private companies bringing their professional experience for dispatching operations and commodities tracking.

Access to Ad-Hoc storage services:

- The Logistics & Support Unit coordinates logistics support regarding storage.

- The commodities should - as much as possible – be directly routed to the final delivery points.

- Upon identified needs, for larger scale scenarios:

Agreements with private transport companies, for the temporary use of part of their storage capacities during emergency operations.

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Repackaging and transshipment need to be considered when designing the storage / dispatching centers.

- Storage and dispatching at intermediate hubs:

Each district to identify temporary storage facilities (governmental buildings, private companies …) or to select – floods safe - areas for the setting up of tents.

Access to Ad-Hoc transport services:

- Regarding the transport, the pipeline will be coordinated by the Logistics & Support Unit

a. The Logistics & Support Unit will be using the transport capacities deployed by the Samoan Government (private or governmental ones, incl. LTA, MWIT, Police) and/or by the NGOs and Red Cross.

Stand Down:

Declared: During meeting of Logistics & Support Unit Non-declared: On advice of National Disaster Controller. Upon specific request, support may continue through the recovery phase of a disaster.

Essential Equipment:

HF / VHF radios

Vehicles

Mobile phones

Sat Phones

Information Access/Management

Required:

Maps of all of the Samoa Islands including current logistical infrastructure.

Templates for information management- situation reports, minutes of meetings, etc.

Templates and systems for cargo tracking

Current contact details of all Logistics & Support Unit members

Responsible to produce:

Sitreps for logistical information

Meeting minutes

Other relevant information for dissemination to humanitarian community.

Resources/ Support to the Logistics & Support Unit

Customs – Ministry of Finance

Ensure the tax exemption of relief goods in an expedient and efficient manner,

Ensure relief goods are cleared quickly and assist if bottlenecks are identified in this process

Release necessary funds for use in the relief operation, in a timely manner

DMO/NEOC

Provide support Logistics & Support Unit operations,

Provide a location for meetings


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Telecommunications

Provide communication assets such as phones and radios

Provide technical support

Samoa Airports –

Facilitate the receipt and dispatch of relief goods through the airport

Samoa Ports –

Establish standby agreements for use in emergencies,

Provide an inventory of operational marine vessels in Samoa that could be used to transport assessment teams and relief items,

Provide staff to assist in the running of operations and facilitate the receipt and dispatch of relief goods through the ports.

Police –

Provide assets and manpower for assessment and delivery of relief items

VERTS, NGO’s –

Provide up to date contingency and transport assets information,

Assist in the maintenance of the logistics capacity assessment

Provide staff to assist in running logistics centers

Feed logistical information for dissemination to other clusters or agencies

Identify bottlenecks in the logistics operations and ensure this information is shared.

Where possible make transport assets available for use by all relief providers

Private Sector -

Provide operational support to dispatching and cargo tracking activities

Help facilitate the procurement of relief items, transport assets and other items needed for the relief effort in an affordable and efficient manner.

Donors –

Ensure systems are in place for logistics operations to access funds in a timely manner

Be available to assist in filling logistics gaps through the provision of funds or coordination mechanisms.

UN agencies –

To provide assistance, if requested by the National Disaster Controller.

7. Logistics Response Work Plan

Logistics Response Checklist

Logistics Questions to be considered by the Logistics & Support Unit to set up the Emergency Response:

Will there be a need for the deployment of logistics support equipment, such as mobile storage units?

Will the disaster response require import operations?

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How will the disaster impact on local partners, contractors and suppliers?

What are the local storage locations and their capacities? Are they located in a secure area protected from the effects

of the anticipated disaster (e.g. floods)?

What are the delivery routes from entry points to the affected areas and how easily accessible are they?

Is there enough in-country transport capacity to serve the needs? If not, how could it be increased?

What could be the alternative transport modes to reach the affected populations? What would be the schedule for

opening new routes? What actions would be required from the government, UN and others?

How much food items and NFIs are currently available in stocks? How much emergency relief items are en route and

how long will it take to arrive?

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Logistics Response Work Plan

LOGISTICS PREPAREDNESS PLAN

No. Response activities

Status

Due date/

Timeframe

Lead

Resources needed

Comments

Do

ne

Dea

dlin

e se

t

To b

e d

on

e

First 24 hours

1 Inform the Logistics & Support Unit members of the activation of NEOC

2 Determine type and quantity of assets available in the affected area and

around (for assessment purposes) and share

3 Collect and centralize information from the field and from partners:

accesses, damages to infrastructures, field activities & capacities, availability of transport assets and storage facilities

4 If needed, deploy a logistics assessment team to the affected area

together with Programme

5

Call for a logistics coordination meeting to:

Review the logistics requirements

Assess the need to extend logistics support services to partner

agencies

Ensure that logistics efforts are coordinated

+ circulate the minutes

6 Provide a first Sitrep to Logistics Coordination members and to other

clusters

7 Create / update an operational contacts list

First 72 hours

8 As soon as possible, design and share a Logistics Concept of Operations,

including services available (entry points, logistics hubs, dispatching, storage, transport) and how to access them

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9 Receive plans from other clusters and from governmental authorities

(procurement, distributions)

10 Organize a main logistics hub (dispatching center) linked to the NEOC –

reception of relief items, dispatching, transport to intermediate hubs or to districts for distribution

11 Organize / ensure the setting up of a cargo tracking system

12 Identify / secure temporary storage location.

13 Discuss government plans for Customs Clearance process. If needed,

provide facilitation to the relief agencies.

14 Discuss government plans for transport operations and procedures to

access these services.

All along Emergency Operations

15 Provide regular Sitreps to Logistics Coordination members and to other

clusters

16 Update and share logistics operational reports: pipeline, storage,

transport …

17 Ensure that clearance, storage, dispatching and transport services are

accessible to all partners. If needed, coordinate allocation of ad-hoc transport assets for specific needs

18 Ensure that operations at the main ports of entry are running smoothly

and that no congestion is faced or planned

19 Ensure that temporary storage operations at the main ports of entry are

running smoothly and that no delays are faced or planned

20 Provide liaison between agencies: governmental, UN, NGOs, private

companies, to ensure a coordinated logistics response

21 Ensure logistical support to other clusters, if needed

22 Attend other clusters meetings (at least the operational ones)

23 Identify / anticipate gaps and bottlenecks in logistics operations and

provide alternative solutions to address them

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8. Preparedness (Minimum Preparedness Measures)

The emergency logistics preparedness measures are detailed separately (Cf. “Emergency Logistics Preparedness Plan”. Nevertheless, as disasters are recurrent in Samoa, a Logistics preparedness meeting should be held at National level, each year, and prior to the wet/cyclones season.

As disasters may occur in any Samoan areas, , it is recommended to compile, district / district, all the necessary logistics related information: infrastructures (roads and bridges data, ports, …), services( transport capacities available locally, heavy equipment, communications equipment, …), etc.

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b. Logistics Contingency Plan 2 – Worst Case Scenario

1. Background information

This scenario is tailored to answer large to extreme impact disasters. Namely, those ones may be category 3 to 5 cyclones

directly impacting Samoa, massive explosive volcanic eruption, large narrow tsunamis.

It is assumed that the Samoan government will not be able to answer alone to this kind of event and will be asking for

international assistance.

Table: Highest risk hazards for Samoa

Hazard Level of Risk

Cyclone2 Extreme

Volcanic Eruption Extreme

Tsunami Extreme

Urban Fire (Apia) Extreme

Public health crisis Extreme

Environmental crisis – invasive species Extreme

Forecast:

Cyclones season usually runs from November to April (even if some cyclones have been referenced in

May).

There are no other major impact scenario that can be anticipated

Impact:

Non-Medical

o Destruction of:

Houses and shelter

Property and livestock

Water sanitation facilities

Infrastructures, communication

o Lack of access to:

Portable safe water

Food

Shelter

o Destroyed or overwhelmed health facilities.

Medical

o Injuries and deaths

o Displacement, overcrowded living conditions and insufficient water sanitation facilities lead to

outbreak of communicable diseases.

2 Includes storm surge causing coastal inundation and high winds

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o Other health conditions depending on the scenario:

Mental health trauma

Injuries

Humanitarian

o Displacement

2. EMERGENCY PROCEDURES AND RESPONSE ARRANGEMENTS

Regarding Emergency Procedures, roles and responsibilities, activation process, etc. please refer to chapter C. Samoa Emergency procedures and Response Arrangements above. Emergency/disaster management involves the implementation of actions immediately prior to, during, and immediately after an emergency/disaster in order to ensure that the effects are minimized and that those affected are promptly attended. The responsibility for all emergency management arrangements at national level lies with the Disaster Management Council. In relation to a specific hazard, one Lead Agency is responsible for emergency response to the extent that it can manage the emergency/ disaster (see table on Chapter C).

Operational Command and Coordination

When disaster operations are initiated, the National Disaster Controller (CEO, Ministry of Natural Resources and Environment) will be in overall command. He will exercise this command in close cooperation with the Council, as stated in the National Disaster management Plan. The Council will be fully informed by the National Disaster Controller and will provide policy guidance to the disaster operation.

Operational Roles of Key Agencies There are different response activities in relation to the issuance of early warnings. The typical responses are:

Dissemination of warnings

Evacuation of affected people

Security for people and property

As soon as a warning is issued for a flood, the responsible agencies should coordinate relevant response activities in relation to evacuation and providing security for people and property. Every agency/organization shall include flooding response arrangements and procedures in accordance with their agency/organization emergency plan. These arrangements and procedures are to be based on this plan. All major facilities/utilities anywhere in the country should begin to implement their emergency response plans.

3. Scenario details:

Summary

Casualties: Due to an efficient Early Warning system and Evacuation procedures in place, fatalities

and injuries caused by cyclones are usually very low, < 30 deaths; injured people <1,000

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The unpredictable character of earthquakes / tsunamis and – to a certain extend – of

major volcanic explosions lead to a significantly higher number in fatalities and major

injuries.

Infrastructure Damage Buildings destroyed, large debris

Affected/Displaced Persons: < 175.000 people - < 35.000 HH; thousands of homes seriously damaged; tens of

thousands in Evacuation Centers

Economic Impact Up to 15% of Samoa’s GDP

Potential for Multiple Events Yes, seasonal for cyclones

Recovery Timeline Months / Years

Scenario Overview:

General Description –

Cyclones

The South Pacific location south of the equator results in the frequent occurrence of tropical cyclones with damaging winds,

rains and storm surge; tropical storms pass within 100 km of Samoa ‘s capital Apia on average once every eight years.

Figure above shows the path of the eye, or center, of major tropical cyclones having affected Samoa since 1945.

These storms can be very wide, with damaging winds and rain extending throughout Samoa. The color of the path reflects

the intensity of the storm, as measured using the Saffir-Simpson tropical cyclone scale.

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Category 5 Tropical Cyclone with winds gusting to more than 100mph - Destructive storm surge and high surf increasing to

24 feet affects the western and northern coastal areas of Savaii and northern coastal area of Upolu. Very destructive storm

surges of 15 to 20 feet will affects most of the northern coastal areas of Upolu and southwest coast areas of Savaii and

Upolu. Subsistence crops destroyed, severe property damage and unprotected coastal infrastructure destroyed. Many

injuries and some loss of life - Power and telecommunications disrupted for several days possibly weeks - Potential for

further deaths due to disease - Estimated damage over US$130 million.

Volcanic Eruption

Explosive eruption on the east-west or north rift zones on Savai’i within the next 50 – 100 years - It is more likely that areas

on the northern half of Savai’i will be more vulnerable to the consequent effects. Damage will be greatest on adjacent flora

and fauna, infrastructure and lifelines, tourism, subsistence agriculture and fisheries, and general property damage. The

airport will be closed for prolonged periods (due to ash). No loss of life anticipated. Some villages may have to be

permanently relocated.

Tsunami

A tsunami with a mean run-up of between 7 and 9 metres has a return period of between 50 and 100 years based on a

probability analysis of historical records. Significant damage to unprotected coastal areas will occur. Subsistence crop loss

and damage to coastal infrastructure - Fishing industry affected - Significant property damage. Loss of life would be

expected for both tsunami generated some distance away (e.g. Chile-Peru region) despite warning of approximately 13

hours, and more significantly for tsunami generated in the region (e.g. Tonga-Kermadec trench) as warning periods will be

much shorter.

Earthquake

Samoa is in a relatively quiet seismic area but it is surrounded by the Pacific “ring of fire”. These are active seismic zones

capable of generating large earthquakes and major tsunami traveling great distances.

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A Richter magnitude 8.5+ earthquake with an epicentre some 200km southwest of Samoa is possible - This event is likely to

generate peak ground accelerations of 0.1 to 0.2g and correspond with a local felt intensity of Modified Mercalli (MM) VII

to VIII. An event this size is likely to cause land sliding and damage to unreinforced buildings. A localised tsunami may be

generated (as it was for the 1917 event of similar size and epicentre).No major infrastructure damage or loss of life is

anticipated. Crops not affected (cf. tsunami).

Key implications Triggers

Dissemination of relevant flood alerts issued by GoS services (Meteorology Division)

DMO issues warnings, alert and updates

Local authorities determine that the disaster is beyond their capacity and that it requires a higher level of response.

Resources for Response To summarize, in case of medium level scenario, local authorities may need support in:

Shelter

Emergency health

Potable water

Regeneration of livelihoods Pre-Raining Season Preparedness & Coordination Ideally:

DMO to organize pre-raining season meetings to review preparations for disaster with reference to shortfalls

Coordination meeting with first responders agencies

Coordination to envisage pre-positioned stock for floods

Updating of local preparedness and response plans

Preposition of key response equipment to response agencies, boats, etc.

Visit by Director DMO and other key stakeholders to vulnerable sites Preparedness Measures during Raining Season

Need based meetings

Monitor dissemination of early warning to vulnerable areas.

4. Operational Summary

Description

Vulnerable

areas /

periodicity

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Because it is a relatively compact archipelago it is possible for most major Samoa islands to be affected at the same time by a large catastrophe, causing devastating damages equal to a substantial fraction of the country’s GDP.

The whole country is concerned

Cyclones season usually runs from November to April, even if cyclonic events have already been met in May.

Early Warning

and Triggers

Dissemination of relevant alert issued by GoS services o MET/DMO issue warnings, alert and updates o DMO may also determine that disaster requires international intervention.

Consequences Injuries and deaths:

A very large percentage of the total populations live close to the coast and/or on sea level.

Cyclones usually don’t have a high mortality rate in Samoa due to efficient sheltering and preparedness measures.

The unpredictable character of earthquakes / tsunamis and – to a certain extend – of major volcanic explosions lead to a significantly higher number in fatalities and major injuries.

Outbreak of communicable diseases:

Water-borne diseases: o Diarrheal diseases o Etc.

Air-borne diseases: o Respiratory infections

Other health conditions:

Trauma

Wounds, fractures

Destruction of:

Houses and shelters

Property and livestock

Water & sanitation facilities

Infrastructures, communication infrastructures, transportation means

Lack of access to:

Shelter

Safe water

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Food

Non food items (soap, blankets, jerry cans, plastic sheeting, pots/ dishes, fire wood, etc)

Health facilities

Global Strategy of intervention

Support the governmental services in their response and support coordination of activities with other stakeholders/actors

Facilitate access to:

Shelter

Safe water


Food

Non food items (soap, blankets, jelly cans, plastic sheeting, pots/ dishes, fire wood, etc)

Health facilities, targeted services and appropriate supply

Prevent outbreak of communicable diseases:

Leptospirosis, typhoid …

Water-borne diseases: Diarrheal diseases

Air-borne diseases: Respiratory infections Monitor and address other health conditions as:

Mental health trauma

Other concerned Actors

National Governmental agencies:

Local Governmental agencies

United Nations

International NGOs,

Local NGOs, CBOs, FBOs

Private Sector

Donors

Others

Scope Prepare for an intervention of 3 months (up to 150.000 people = 30.000 HH).

Preparedness

HR Prepare for an intervention of 3 months (up to 150.000 people = 30.000 HH).

Stocks Technical stocks

Shelters kits

Tools kits

HH kits

Hygiene kits

Cooking kits


Medical supplies

Equipment stock

Power kits

Communication kits

Local procurement sources

Priority to local procurement in small quantities to the national or local agencies.

Finance

Coordination DAC Coordination meetings with DMO, OCHA, MoH, Health Authorities, other stakeholders/ actors.

Report on situation, plans, monitoring and surveillance.

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5. Concept of Operations

The Concept of Operations detailed here under is managed by the Logistics & Support Unit in place in Samoa.

The objectives and activities of the Logistics Unit in Samoa are the following: The foremost objective is to support the NEOC in coordinating and operating logistics efforts, and by association the

delivery of various humanitarian assistance programmes.

Logistics Planning Assumptions & Identified Gaps Given the potential extent of the damages inflicted by a major disaster, and given the lessons learnt from the previous emergency responses, there is a clear requirement to ensure coordination between the various levels in intervention (governmental authorities, private sector, international & domestic humanitarian actors) assisting the affected communities in order to maximize the sharing of scarce logistics resources.

Based on the request of the National Controller, the Logistics & Support Unit will be activated as part to the NEOC; and mobilize various logistics assets, including air and sea transportation capacities, power and communication equipment, which will be made available to both government and humanitarian organizations through the Logistics & Support Unit.

Considering the number of affected population in this scenario, during the first 3 months the humanitarian emergency response will require importing a significant quantity of relief items from abroad.

Gaps in storage capacities are obvious at all entry points and will require the set up of MSUs in pre-identified areas.

Concretely, air transport for the very initial stage to reach the cut off areas, surface transport and storage capacity will pose the main challenges to the Government and humanitarian organisations.

Humanitarian organisations will require guidance and support with importation and customs clearance for the relief items, majority of which will have to be sourced from outside Samoa. Similarly, logistics coordination and information management will play a key role in ensuring efficiency and effectiveness of the overall humanitarian response.

Coordination

- The initial Concept of Operations is designed for a first response plan up to 3 months.

- During the first days, daily meetings will be conducted (at national and local levels) to offer a forum for information sharing and decision-making related to logistics operations. Periodicity will then be reviewed based on the situation.

Regarding the response to a major disaster, Logistics coordination objectives will be met through the execution of the following activities:

b. Customs Clearance facilitation: As import of relief items is needed, for the initial phase of the operation, the Logistics & Support Unit establish a Customs Clearance Facilitation Cell (CCFC), composed by one representative from the Ministry of Finances + one from the Customs Division. In addition, a volunteer support from one of the major Logistics / Freight Forwarding / Shipping / CC brokers companies should be a significant added value. This Cell should provide a link between organizations importing relief items into Samoa and the governmental authorities for customs clearance. During emergencies, the Customs Clearance coordination cell should be operating from the main entry point (International Airport) or from the main dispatching center, upon decision of the best option and liaise with the Logistics & Support Unit. c. Dispatching and Cargo Tracking Cell (DCTC): During Emergency Response operations, Samoan authorities will set up dispatching centers, most probably at / near all entry points and at identified intermediate locations, depending on the areas affected by the disaster; all the commodities transiting through the dispatching centers before being sent to distribution areas.

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a. During emergencies, the dispatching centers should be operated by the Logistics & Support Unit with the support of private companies bringing their professional experience for dispatching operations and commodities tracking.

b. As all distribution will require repackaging and transshipment operations, this need to be considered when designing the initial Concept of Operations (an additional hangar, linked to the dispatching centre, need to be specifically designated to this purpose).

d. Transport Cell (TC): As, during Emergency Response operations, Samoa authorities will set up dispatching centers; it is recommended that the Logistics & Support Unit set up transport cells in NEOC and at field level to coordinate / manage transport operations from the dispatching centers to the distribution areas.

a. The Transport & Shipping Cell is responsible for the following duties: Land Transport

Manage transport operations including all transport assets – pre-identified by governmental mapping - in order to ensure timely and cost-effective delivery of cargoes.

Identify, mobilize resources, implement and report on special transport operations.

Coordinate transport operations with the Dispatching and Cargo Tracking Cell. Shipping & Air transport

Manage the operational aspects of all chartered vessels carrying organisation commodities, including loading and discharging operations and the contracting of stevedoring services.

Appoint, instruct and supervise a network of Freight Forwarding Agents and provide advice to the appointed agents as required.

Liaise closely with agents and suppliers to ensure that cargo readiness matches vessels arrival.

e. Access to Ad-Hoc storage services: There are clear storage / commodities management issues at all main entry points (Apia port, International airport).

a. As emergency operations are likely to happen during the wet seasons, open storage is not an option b. As relief operations to a major disaster will be of a large scale, direct routing of commodities to the final

delivery points is not an option either. c. As dispatching centers will operate from all the main entry points / logistics hubs around the operations

areas, it is recommended setting up temporary MSUs close to the dispatching centers. d. For larger scale scenarios, among the options to consider:

Samoa government – with the support of donors - to procure MSUs that can be set up quickly everywhere in the country. Sites should be pre-identified for this purpose

Humanitarian community, through the PHT, to get the funding for the procurement of “Logistics Kits for entry points”. Those kits include a MSU, one prefab for office, power generation and lightning equipment.

Stand-by agreements with private transport companies, for the temporary use of part of their storage capacities during emergency operations. This option being only for a very short time, before finding a longer term solution.

! Repackaging and transshipment need to be considered when designing the storage / dispatching center.

e. Storage and dispatching at intermediate hubs (for large scale scenario) are also an issue. Among options to consider:

Each district to identify temporary storage facilities (governmental buildings, private companies, schools, churches …) or to select – floods safe - areas for the setting up of tents.

For large scale scenarios, MSUs will probably be the only option. UN agencies / donors to assess this option.

The Logistics & Support Unit coordinates the process to request logistics support regarding storage.

f. Information Management: During emergencies, The Logistics & Support Unit organizes logistics coordination meetings, acting as an interlocutor between participating organizations and the NEOC / DMO to

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monitor and resolve gaps in the delivery of assistance. It also provides cargo tracking services and regular information products such as situation reports and bulletins.

Assumptions and constraints: The Logistics & Support Unit aims to supplement and support the overall logistics capacity in order to

help the government and organizations to focus their energy on other parts of the supply chain, in particular deliveries.

This being said, all the previous experiences, as well as all the recent assessments done in the country, indicate that

logistics is – and remains – a potential bottleneck. In that optic, to avoid as much as possible the delays/problems in

the operations, and to address the identified logistics gaps, a preparedness plan has been designed.

As planning assumptions, we may consider that the FRANZ alliance governments will support

upstream operations, up to the entry points / logistics hubs (at least for the initial part of the operations).

The planned duration of the operational Logistics & Support Unit intervention is up-to three months.

[This may be revised based on operational exigencies].

6. Suggested SOPs

Activation:

During “emergency phases”, the DMO’s Senior Disaster Management Officer in charge of Logistics switches to an operational officer, coordinating emergency logistics operations as an active component of the NEOC and, upon identified need, at the local level.

The activation of the emergency phase is decided by the Council.

On a daily basis, members of the Logistics & Support Unit manage / coordinate the Emergency Logistics Operations and are seconded to the NEOC operations.

Operations:

Meeting Place: NEOC and Local Offices Meeting Frequency: During emergencies daily, to be adjusted according to situation Support – provides and receives support from the NEOC. Support can also be requested from the humanitarian community to assist in the running of the Logistics & Support Unit.

Activities:

Management and Organisation

- Activate Logistics Damage Assessment SOPs and prepare ground/Air Reconnaissance initial damage assessment teams to areas of greatest damage as soon as possible

- Activate stand-by agreements through the NEOC

Liaison

- Participate actively in the NEOC

- Participate to the clusters meetings organized by OCHA/UN

- Develop and maintain relevant contacts/networks in the humanitarian, private and governmental structures;

- Intervene, as necessary and as required, on behalf of the humanitarian community to expedite processes and resolve problems related to Logistics with the Government and among the humanitarian actors;



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- During emergencies, the Logistics & Support Unit organizes logistics coordination meetings, acting as an interlocutor between participating organizations and the management of the NEOC to monitor and resolve gaps in the delivery of assistance.

Customs Clearance Facilitation

- If needed, the Logistics & Support Unit could establish a “Customs Clearance Facilitation Cell” (CCFC). This Cell should provide a link between organizations importing relief items into Samoa and the governmental authorities for customs clearance support facility.

Dispatching and Cargo Tracking

- During emergencies, the dispatching centers will be operated by the Logistics & Support Unit with the potential support of private companies bringing their professional experience for dispatching operations and commodities tracking.

Transport

- It is recommended that the Logistics & Support Unit set up transport cells in NEOC and at field level to coordinate / manage transport operations from the dispatching centers to the distribution areas.

Access to Ad-Hoc storage services:

- The Logistics & Support Unit coordinates logistics support regarding storage.

- Upon identified needs, for larger scale scenarios:

Agreements with private transport companies, for the temporary use of part of their storage capacities during emergency operations.

Repackaging and transshipment need to be considered when designing the storage / dispatching centers.

- Storage and dispatching at intermediate hubs:

Each district to identify temporary storage facilities (governmental buildings, private companies …) or to select – floods safe - areas for the setting up of tents.

Stand Down:

Declared: During meeting of Logistics & Support Unit Non-declared: On advice of National Disaster Controller. Upon specific request, support may continue through the recovery phase of a disaster.

Essential Equipment:

HF / VHF radios

Vehicles

Mobile phones

Sat Phones

Information Access/Management

Required:

Maps of all of the Samoa Islands including current logistical infrastructure.

Templates for information management- situation reports, minutes of meetings, etc.

Templates and systems for cargo tracking

Current contact details of all Logistics Coordination members

Responsible to produce:

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Sitreps for logistical information

Meeting minutes

Other relevant information for dissemination to humanitarian community.

Resources/ Support to the Logistics Coordination Group

Customs – Ministry of Finance

Ensure the tax exemption of relief goods in an expedient and efficient manner,

Ensure relief goods are cleared quickly and assist if bottlenecks are identified in this process

Release necessary funds for use in the relief operation, in a timely manner

DMO/NEOC

Provide support Logistics & Support Unit operations,

Provide a location for meetings


Telecommunications

Provide communication assets such as phones and radios

Provide technical support

Samoa Airports –

Facilitate the receipt and dispatch of relief goods through the airport

Samoa Ports –

Establish standby agreements for use in emergencies,

Provide an inventory of operational marine vessels in Samoa that could be used to transport assessment teams and relief items,

Provide staff to assist in the running of operations and facilitate the receipt and dispatch of relief goods through the ports.

Police –

Provide assets and manpower for assessment and delivery of relief items

VERTS, NGO’s –

Provide up to date contingency and transport assets information,

Assist in the maintenance of the logistics capacity assessment

Provide staff to assist in running logistics centers

Feed logistical information for dissemination to other clusters or agencies

Identify bottlenecks in the logistics operations and ensure this information is shared.

Where possible make transport assets available for use by all relief providers

Private Sector -

Provide operational support to dispatching and cargo tracking activities

Help facilitate the procurement of relief items, transport assets and other items needed for the relief effort in an affordable and efficient manner.

Donors –

Ensure systems are in place for logistics operations to access funds in a timely manner

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Be available to assist in filling logistics gaps through the provision of funds or coordination mechanisms.

UN agencies –

To provide assistance, if requested by the National Disaster Controller.

7. Logistics Response Work Plan

Logistics Response Checklist Logistics Questions to be considered by the Logistics & Support Unit to set up the Emergency Response:

Will there be a need for the deployment of emergency kits and other emergency logistics support equipment, such

as mobile storage units?

Will the disaster response require import operations?

How will the disaster impact on local partners, contractors and suppliers?

What are the local storage locations and their capacities? Are they located in a secure area protected from the

effects of the anticipated disaster (e.g. floods)?

What are the delivery routes from entry points to the affected areas and how easily accessible are they?

Is there enough in-country transport capacity to serve primary, secondary and tertiary needs? If not, how could it

be increased?

What could be the alternative transport modes to reach the affected populations? What would be the schedule

for opening new routes? What actions would be required from the government, UN and others?

How much food items and NFIs are currently available in stocks? How much emergency relief items are en route

and how long will it take to arrive?

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Logistics Response Work Plan

LOGISTICS PREPAREDNESS PLAN

No. Response activities

Status

Due date/

Timeframe

Lead

Resources needed

Comments

Do

ne

Dea

dlin

e

set

To b

e

do

ne

First 24 hours

1 Inform the Logistics & Support Unit members of the activation of NEOC

2 Determine type and quantity of assets available in the affected area and

around (for assessment purposes) and share

3 Collect and centralize information from the field and from partners:

accesses, damages to infrastructures, field activities & capacities, availability of transport assets and storage facilities

4 If needed, deploy a logistics assessment team to the affected area

together with Programme

5

Call for a logistics coordination meeting to:

Review the logistics requirements

Assess the need for LCG to extend logistics support services to

partner agencies

Ensure that logistics efforts are coordinated

+ circulate the minutes

6 Provide a first Sitrep to Logistics Coordination members and to other

clusters

7 Create / update an operational contacts list

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First 72 hours

8 As soon as possible, design and share a Logistics Concept of Operations,

including services available (entry points, logistics hubs, dispatching, storage, transport) and how to access them

9 Receive plans from other clusters and from governmental authorities

(procurement, distributions)

10

Establish the Customs Clearance Facilitation Cell (CCFC)

Discuss government plans for Customs Clearance process. If needed, provide facilitation to Logistics Coordination members and to other clusters

11

Set up the Dispatching and Cargo Tracking Cell (DCTC)

Organize a main logistics hub (dispatching center) near the main entry points and linked to the NEOC – reception of relief items, dispatching, transport to intermediate hubs or to districts for distribution

Organize / ensure the setting up of a cargo tracking system

12 Identify / secure temporary storage location in intermediate hubs. If

needed bring & setup Mobile Storage Units

13

Set up transport cells in NEOC and at field level to coordinate / manage transport operations from the dispatching centers to the distribution areas

Discuss government plans for transport operations and procedures to access these services. If needed, provide facilitation to Logistics Coordination members and to other clusters for separate operations

14

If needed, discuss government plans for transport operations.

If needed, include air and sea inter-islands transport operations in the ToRs of the Transport Cell.

If needed, provide facilitation to Logistics Coordination members and to other clusters for separate operations

All along Emergency Operations

15 Provide regular Sitreps to Logistics Coordination members and to other

clusters

16 Update and share logistics operational reports: pipeline, storage,

transport …

17 Ensure that clearance, storage, dispatching and transport services are accessible to all partners. If needed, coordinate allocation of ad-hoc

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transport assets for specific needs

18 Ensure that operations at the main ports of entry are running smoothly

and that no congestion is faced or planned

19 Ensure that temporary storage operations at the main ports of entry are

running smoothly and that no delays are faced or planned

20 Provide liaison between agencies: governmental, UN, NGOs, private

companies, to ensure a coordinated logistics response

21 Ensure logistical support to other clusters, if needed

22 Attend other clusters meetings (at least the operational ones)

23 Identify / anticipate gaps and bottlenecks in logistics operations and

provide alternative solutions to address them

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8. Preparedness (Minimum Preparedness Measures)

The emergency logistics preparedness measures are detailed separately (Cf. “Emergency Logistics Preparedness Plan”. Nevertheless, as disasters are recurrent in Samoa, a Logistics preparedness meeting should be held at National level, each year, and prior to the wet/cyclones season.

As disasters may occur in any Samoan areas, , it is recommended to compile, district / district, all the necessary logistics related information: infrastructures (roads and bridges data, ports, …), services( transport capacities available locally, heavy equipment, communications equipment, …), etc.