The Importance of Connecting and Collaborating in Humanitarian Assistance and Crisis Response
•
1 like•131 views
This document discusses coordinating humanitarian assistance and crisis response efforts. It notes that in 2020, 168 million people across 134 countries received $28.8 billion in aid from a variety of governmental, non-governmental, corporate, and other organizations. The document advocates for improved coordination between these different humanitarian actors through knowledge sharing, resource pooling, coordinated planning and monitoring, and streamlining supply chains to help relief efforts reach those in need faster and more effectively. Its vision is that by 2035, dramatic improvements in humanitarian aid coordination and logistics will have been achieved.
Recommended
More Related Content
Similar to The Importance of Connecting and Collaborating in Humanitarian Assistance and Crisis Response
Similar to The Importance of Connecting and Collaborating in Humanitarian Assistance and Crisis Response (20)
More from Chartered Institute of Logistics and Transport (International)
More from Chartered Institute of Logistics and Transport (International) (20)
Recently uploaded
Recently uploaded (20)
The Importance of Connecting and Collaborating in Humanitarian Assistance and Crisis Response
- 1. Connecting & Collaborating in Humanitarian Assistance and Crisis Response George Fenton, Chief Executive
- 2. 168 million people 134 Countries
- 4. LOGISTICS
- 5. GOVERNMENT UN NGO’sCORPORATIONS ? TRADERS SUPPLIERS RED CROSS PUBLIC SECTOR PRIVATE SECTOR DONORS HUMANITARIAN ACTORS Logistics A Neutral Platform for Knowledge Exchange Military
- 6. WHY COORDINATE? • Assess needs • Agree priorities • Fill gaps • Develop strategies • Mobilize resources • Clarify messaging • Monitor progress
- 8. COVID-19 SUPPLY CHAIN SYSTEM
- 9. Empowering logisticians to deliver aid more effectively. By 2035 we will be living in a world where aid reaches those in need faster, and there will have been dramatic improvements in aid supply chains through improved coordination, collaboration and connection. PURPOSE AND VISION
- 10. • Knowledge • Resource pooling • Coordination & connection • Local innovation • Streamlined supply chains MISSION
- 11. AFRICA MEDICAL SUPPLIES PLATFORM Online marketplace (the future?)
- 12. SUPPLIER PORTAL Dynamic purchasing systems – a solution?
- 13. Join the network. Be a part of the global team membership@humanitarianlogistics.org
Editor's Notes
- Climate change increasing vulnerability 8 worst food crises linked to conflict and climate shocks Diseases (COVID19) more prevalent - harder to control Conflicts –Syria, Yemen, S Sudan, DRC, Hurricanes Caribbean / droughts, locusts - Horn of Africa Ebola in NE. DRC, W. Uganda and S Sudan In 2020, UN estimated 168 million people will need assistance, representing 1 in about 45 people globally. Highest figure in decades. Projections, more than 200 million people could be in need by 2022. Sector recognises need to change but struggling to move from evolution to transformation. More ambition for local initiatives but challenges with capacity of local orgs. Increasing need to innovate to strengthen local capability.
- Even without COVID, in 2019 UN planned to assist 109 million, requiring funding of $28.8 billion. - Typically 41% Shortfall UN funding appeals
- Logistics vital, 80% Logistics Services stretched Last mile the greatest challenge How to make supply chain more sustainable? Innovation needed Market based assistance Retail logistics / logisticians Coordination essential
- Challenges: customs, storage, access (due to conflict or infrastructure), transport, distributions, communications and information sharing, logistics coordination. Global “leadership vacuum” for strategic high level HumLog issues Neutral, independent actor (or consortium) as force multiplier
- Vital locally, nationally, regionally and globally to: Assessing situations and needs, and to target effectively; Agreeing common priorities; Fills gaps, prevent duplication; Develop common strategies to address issues; Mobilize funding and other resources; Ensure consistent public messaging; Monitoring and measure progress
- Current system: 11 clusters designated by IASC, activated by ERC - for coordination. Aim to ensure leadership; predictability and accountability through: • Setting standards and policies; • Build response capacity; • Provide operational support to country clusters. ERC acts as focal point for governmental, intergovernmental, and non-governmental relief activities. • Agrees responsibility for humanitarian assistance; Identify gaps; Advocates for effective humanitarian principles; • Resolve disputes on global humanitarian issues; Designate H/Coordinators & recommend coordination arrangements. Challenge is how to engage the PS effectively / strategically
- Task Force oversees coordination to leverage established mechanisms and synergies for enhanced collaboration Co-chaired by WHO and WFP. Includes other UN agencies, World Bank, Global Fund, NGOs, Red Cross. Day-to-day operational activities performed by Supply Chain Inter-Agency Coordination Cell (SCICC) which provides ‘line of sight’ to supply chain requirements, ensuring COVID-19 needs are prioritized within the wider humanitarian response.
- HLA, membership org; only association of H/logisticians globally supporting humanitarian logistics effectiveness A global network of over 5,000 individuals, Estd. 2009, UK Local networks key to success. Currently no entity supports cross-sector strategic logistics coordination – hence there is often very limited ‘command and control’ of humanitarian operations in emergencies. Also makes logistics assessments challenging
- Shared knowledge, greater collaboration & resource pooling to cut waste from aid supply chains Coordination mechanisms to better enable private, public and aid sector engagement Locally developed innovations delivered through local and global partnerships Procurement and supply chains streamlined to deliver cost effective aid. Also - Engagement - members, partners, donors & associates Professional development Eg. Training for MedLog (aviation services) Strong local networks to support h/logistics solutions
- In June 2020 African Union launched 'Africa Medical Supplies Platform', online marketplace for COVID-19-related critical medical equipment – supported by donors / foundations Platform lists vetted African and global suppliers for certified medical equipment - diagnostic kits, PPE etc. Aim to increase cost effectiveness and transparency. A unique interface enabling volume aggregation, quota management, payment facilitation and logistics / transportation
- - CoP - Individual or Corporate Membership - Make a difference - Staff engagement - Access H/Logistics knowledge and info - Engage humanitarian network - Improve cross-sector understanding