1.5. FUNCTIONS

The functions of the UNJLC will be determined on a case by case basis and laid down in the relevant TOR. The most common functions are described in the following sub-paragraphs, but additional responsibilities could be assigned, i.e. coordination of national conventions (Loya Jirga in Afghanistan ), monitoring of currency distribution, Assessment of fuel requirements, etc.

1.5.1. MOVEMENT CONTROL SECTION

The Movement Coordination (Movcoord) Section - headed by the Senior Movement Coordination Officer - is responsible for the coordinated planning and efficient monitoring of transportation resources and movement operations. Movement Coordination may include, air, ground (truck, rail), coastal and shipping operations. Besides the Planning and Monitoring functions that are described in the individual functions, the Movcoord Section will be an information platform for determining the most efficient mode of transportation. It will identify possibilities and limitations of road, railroad and waterway networks and provide information on the capabilities and options for use of air transport. The respective inputs and outputs to and from the Movcoord Section are depicted in the flowchart. The Movement Coord Section will normally consist of two to three Cells, respectively Planning, Monitoring and, in some cases, Report Compilation and Analysis. In case of intensive air operations, an Air Coordination Cell may function either separately or be integrated in the Movement Coordination Section. Each Cell may consist of one or more staff officers.
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a. Movement Planning Cell

NOTE: The TOR of the Movement Coordination Section below cover the full spectrum of Movement control functions i.e. ground, air, shipping, etc. In the case that UNJLC is only involved in Air Transport, Movement Coordination will be limited to air transport. All procedures related to this function are described in Part 3. The paragraphs below describe the generic functions of movement coordination.
Movement planning is conducted at two distinct levels. The first involves movement of relief commodities from the area of origin to designated entry points within the crisis area. This usually involves the use of strategic transport resources. The second is at regional or country level and deals with transporting commodities from entry points to distribution points. With the exception of strategic airlift, UNJLC will only be involved in the latter, and will manage only those assets assigned for common logistics support. If UNJLC is involved in processing commodities at entry points, it should be kept informed on strategic transport planning and scheduling.

• Within that context, the Movement Planning Cell will be responsible for detailed planning of the transportation of humanitarian cargo and staff from entry and/or assembly points to final destinations and any intermediate points. The MPC will serve as a focal point for the establishment of load plans for relief cargo, and preparation of passenger lists for humanitarian staff in accordance with priorities and needs established by the Lead Agency. Potential users will forward movement requests to the MPC using Movement Request Forms. Time limits for submission of such requests will be published in the appropriate TOR.
  
• The Planning Officer will first judge the acceptability of requests and then recommend the most appropriate and efficient mode of transportation. Transport requirements will be analysed against allocated transport resources and priorities will be taken into account. Subsequently, approved requests will be integrated into the movement planning process and beneficiaries will be kept informed on subsequent action.
  
• The Planning Officer will liaise with Civil-Military Co-ordination (CMCoord and CMLog) elements (see paragraph 1.5.8.) in the event that such entities are deployed in the crisis area. This liaison will include exchange of information and other activities relating to the provision of direct military logistics support for humanitarian activities.
  
   b. Movement Monitoring Cell
  The Movement Monitoring Cell closely monitors implementation of the movement plan. The more complex the move and the scarcer the movement resources, the tighter the monitoring should be.

• Since time is a dominant factor during an emergency relief operation, the Monitoring Officer should have the authority to make appropriate minor amendments to the movement plan. In so doing, it will take account of established humanitarian priorities, the feasibility of the operation and the need to avoid undue interference with the main schedule. The Monitoring Officer will immediately inform the Planning Officer of any such changes.
• The movement coordination functions in airlift operations are described in FOM 3.3. and FOM 3.4.

c. Movement Execution Cell

A Movement Execution Cell (MEC) may or may not be established within the UNJLC to co-ordinate implementation of the movement plan. Depending on the scenario, this function might be undertaken by CMCoord staff or personnel assigned by Operators. In any event, the need to co-ordinate the movement execution phase is extremely important - particularly when air operations are involved.

• The MEC will be responsible for ensuring that Operators are thoroughly briefed on all safety and security aspects; specific procedures to be applied in the operational environment; and any other activities which may take place in the crisis area.

• The MEC will also be responsible for determining requirements and co-ordinating the use of airlift support equipment. It will also determine requirements for (and co-ordinate availability of) fuel at the various destinations, as well as at assembly and/or pick-up points.

1.5.2. INFORMATION MANAGEMENT SECTION

a. General

• This section will be responsible for compiling, analysing and distributing all relevant information pertaining to humanitarian logistics activities and will make comments, summaries and produce updated maps and reports as required. Information will be distributed via a regular Bulletin addressed to all participating Agencies and Organisations. The Information Management Section It is also responsible for maintaining the UNJLC Website.

• The website < www.unjlc.org> is maintained by the Core UNJLC will display all information related to the activities of the UNJLC Core Unit. In case of UJNLC deployment, a specific section will be created with relevant information to support logistics operations in the crisis region.

b. Collecting Information

• Once deployed, all information gathering, analysis and publication will be closely coordinated with other UN entities in the crisis area. These entities could be the Humanitarian Information Centre (HIC), national sources and UNDAC/OCHA during Sudden Onset Disasters, DPKO or other military entities during Complex Emergencies. Care should be taken to remain within the framework of functions and responsibilities which are laid down in the relevant TOR and coordinated with the appropriate authorities.

• Below is a typical information flow chart, depicting all logistics related information flow during emergencies.

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• During emergencies, bulletins will be published on a weekly basis and will draw attention to the most recent logistics activities and related information, covering Operational Highlights, Security, Commodities Stock and Pipeline information, Movement Information, including Ground and Air Operations, Border Crossings and Customs Procedures, Fuel Information, Transport Infrastructure, Logistic Coordination, Civil-Military Coordination

• The Information Management section plays a fundamental role by providing necessary information for conducting operations but post operation evaluation is an invaluable tool in the ongoing assessment and improvement of movement procedures and systems. None of these is possible without accurate methodical retrieval, recording and evaluation of the information. One of the functions of the Information Management section is to archive all relevant documents which are related to the ongoing operations and to make them available to all those concerned.

• Information Management will be split into two major sections: Commodities Tracking and Movement Support Information. Such as illustrated above, each section will have its share in producing information on the UNJLC website.

b. Commodities Tracking

• The objective of compiling and disseminating information on Commodities Tracking is to provide an overview on the availability of Food, Non-Food and Medical Items to and within the crisis area.

• The data should depict the number of beneficiaries per area and the availability of commodities. The latter is the sum of the planned influx during the next 30 days, the stock in the regional warehouses and the last major warehouses (e.g. EDPs) and the items which are being moved between these warehouses. In addition, efforts should be made to collect all data on the distribution process.

• NFI Stock stocks should include tents, mats, mattresses, blankets, kitchen sets, stoves and plastic sheeting. Items will be classified in accordance with an agreed format. The data sets will be slightly different for each operation, particularly in respect of NFI. Therefore a classification review will take place at the outset of a new emergency.

• Data collection and inputs into the common UNJLC database will often be manual.

c. Movement Support Information

The objective of movement support information is to provide a platform to the humanitarian logistics experts with all necessary information to efficiently conduct the movement operations. Movement support information will include relevant rules, regulations, customs procedures, agreements, border crossings, accessibility of roads, road projects, road assessments, air operations information, etc. All data will be published on the UNJLC Website and summarised in the UNJLC Bulletin.

1.5.3. INFORMATION AND COMMUNICATION TECHNOLOGY (ICT)

UNJLC will seek the support of interagency common services or the Lead/Custodian Agency for providing ICT support. the required individual and office equipment are in the Flyaway Kit (FOM 6.1.04) and in Part 2.7.1. below.

1.5.4. INFRASTRUCTURE SECTION

This section covers all the various sectors of logistics related to infrastructure functions that need coordination with a view to initiating short-term rehabilitation of the infrastructure within a sustainable framework. This means, for instance, identifying what is required to re-surface a dirt track so that it becomes passable, identifying/setting up the means to do so (funds, implementer) and ensuring that, until a metalled road is built in its stead, the track is regularly maintained to permit continued traffic. All UNJLC interventions will be emergency/short-term oriented and will be coordinated with the longer-term actors such as World Bank, UNDP, etc. The relevant sectors are as follows:

• Land transport sector study/analysis

• Road conditions assessments

• Snow/Mud/Dune containment/control and removal

•  Port /Rail/ River capacity assessments

• Food and NFI Storage capacity assessments

• Customs modalities and structure review

1.5.5. FUEL

Fuel is often a critical item during emergencies. Shortage of fuel will have two major consequences; it will slow down the logistics movements and cause an inflation of fuel prices. If required, the UNJLC will compile the estimated fuel requirements of the humanitarian actors, analyses options for fuel provision in the crisis area and propose possible solutions. The UNJLC will advise the Humanitarian Coordinator on possible implementation and execution of fuel supply (systems) to agencies and agencies' projects in the crisis area. If required, the UNJLC will set up a monitoring system to control activities of private entities working for the UN in the fuel sector, monitor fuel supply and assist in the fuel supply prioritisation process if and when necessary.

1.5.6. CUSTOMS

While humanitarian assistance should be provided in accordance with the consent of and in principle on the basis of an appeal by the affected country, the Countries, whose populations are in need of humanitarian assistance, should facilitate the work of humanitarian organisations. Also, countries in proximity to emergencies should participate closely with the affected countries and humanitarian organisations, with a view to facilitating, to the extent possible, the transit of humanitarian assistance. One of the United Nations's responsibilities is to make appropriate arrangements with interested Governments and intergovernmental and non-governmental organisations to enable it to have more expeditious access, when necessary, to their emergency relief capacities, including food reserves, emergency stockpiles and personnel, as well as logistic support. At the onset of large-scale emergencies, the UNJLC will provide expertise and support to the Resident Representative to establish agreements and procedures for facilitating the influx of humanitarian commodities in the crisis region. In addition, UNJLC customs experts will investigate application of customs procedures, determine shortcomings and bottlenecks and. if required, make assessments of entry points

1.5.7. SUPPLY AND WAREHOUSING

The scope of the supply and warehousing functions will depend not only on the environment, but also on the degree of authority that is delegated to the UNJLC. In particular when unsolicited commodities are arriving in the crisis region, the LEMA or relevant Humanitarian Coordinator may task the UNJLC with their reception, storage and dispatch. The level of authority delegated to the UNJLC may involve the following:

• Co llecting information from donors and any other sources on the shipment of non-assigned commodities into the crisis area and m aking arrangements for the efficient and timely reception and transit storage of these commodities;

• Management of common staging areas by compiling a register of all non-assigned relief commodities and informing humanitarian organisations of their availability;

• If required, coordinating the assignment and/or transportation of these commodities;

• C oordinating procedures with local authorities for import/export of relief goods; movement of personnel during the emergency with a view of minimising the time needed to clear food and non-food items; and advising all Agencies concerned of any import/export restrictions.

1.5.8. OFFICE ADMINISTRATION

The purpose is to provide interface between the UNJLC Core Unit, and the deployed staff with relevant administration, finance officers as well as minor actions with personnel and procurement officers of the Custodian Agency.

The office administration will keep an inventory of office equipment, and perform necessary administrative duties including filing of reports and documents.

The office administration will also supervise and co-ordinate the work of local admin clerks, drivers and cleaners.

1.5.9. SATELLITE JLC

Satellite JLCs may be deployed at important logistics points such as border crossings, entry points, transit points, airfields etc. First and foremost, satellite JLCs will be information platforms for border crossing procedures, custom procedures, fees, local road conditions, bottle necks, transport data, fuel prices, available logistical capacities, warehouse capacity, political sensitivities, etc. Co-ordination aspects may include organising and chairing of inter-Agency logistics meetings.

In specific circumstances satellite JLCs may be charged with co-ordination and reception of regional flights, providing information on local airfield capacity, organising local flights etc. In case of MCDA involvement, Satellite JLCs may require CMCoord officer support.

Satellite JLCs will produce weekly reports to the UNJLC and UN Agencies.

1.5.10. CIVIL - MILITARY COORDINATION
. The decision to use military assets for supporting humanitarian operations in an emergency affects all of the actors, has political consequences, and will impact upon perceived neutrality and impartiality of the assistance effort. Although such perceptions may not be important in natural sudden onset disasters, it will become predominant in complex emergencies.

•  When the saving of lives after a sudden onset disaster is the humanitarian objective, the potential for cooperation between the military and civilian actors is high; however, during complex emergencies, in particular when the population is a military target, mutual cooperation is virtually impossible. Therefore it is of utmost importance to fully assess the possible implications of Civil-Military Coordination and /or Cooperation before requesting the military actors to support the humanitarian operations.

•  While the scope of Civil-Military Coordination will vary with the operational context, the elements of cooperation must be supported by management tools, which may be jointly developed as required. In some cases, especially in complex emergencies, both Civil and Military organisations may create their own structures, installed at separate locations but working towards common objectives.
. In humanitarian operations Civil and Military Coordination is defined as CMCoord and is considered as a staff/advisory function integrated into the HC staff. CMCoord staff is provided by OCHA, reports to the Humanitarian Coordinator and acts in accordance with the CMCoord Concept in Part 6.4.08 of this FOM. The UNJLC may be involved in this Civil-Military Coordination process, by integrating Civil-Military Logistics (CMLog) experts into its structures. These CMLog staff will coordinate Civil-Military activities at operational level. In addition, agencies may assign Military Liaison Officers (MLOs) to perform coordination functions with the military during the execution process of humanitarian operations. Furthermore, in particular during Sudden Onset Disasters, governments providing MCDA may assign staff within the humanitarian structures to coordinate the use of such assets. The staff will be called National Liaison Officers (NLOs). Any other form of Civil-Military Cooperation, such as CIMIC, CIMOC, etc. will not be submitted to the authority and responsibility of the Humanitarian Coordinator.