2.3. HEAD UNJLC

2.3.1. RESPONSIBILITIES

•  The individual assigned to the post of ead UNJLC should be appointed at the early stages of the emergency and, in cooperation with the Chief UNJLC Core Unit in Rome , should be fully involved in the inter-agency activation process of the UNJLC.

Once deployed, the Head UNJLC will be responsible for the management and efficient functioning of UNJLC. He/she will be the focal point within the UNJLC for ensuring that all activities are performed in accordance with the policy guidelines and priorities established by the Humanitarian Coordinator, UN Country Team and/or Local Emergency Management Authorities (LEMA). In return, he/she will act in an advisory role towards these authorities, providing the necessary logistics information for establishing the humanitarian relief policy and prioritisation process. In addition, he/she will closely coordinate with donors on allocation and capabilities of common transport assets.

• During large-scale emergencies, it may be decided to appoint an Operations Coordinator who will also be the Deputy Head UNJLC. Some of the responsibilities and actions below may be assigned to the Operations Coordinator.

2.3.2. PRE-DEPARTURE ACTIONS

Depending on scenario, Head UNJLC should report either to the Country Representative WFP and Resident/Humanitarian Coordinator in the crisis area. In any case, before starting his/her activities, the following points will need to be covered:

• Go through pre-departure checklist;

• Obtain copies of UNJLC Handbook and CD ROM of Field Operations Manual (FOM);

• Obtain information on other international responses to the disaster (e.g. Countries, UN Agencies, NGOs and IOs with programmes in the affected country);

• Discuss UNJLC objectives and functions with Chief UNJLC Core Unit in Rome and representatives of agencies deployed in the crisis area;

• Take appropriate actions for mobilising the necessary resources to support the UNJLC operations;

• Obtain an overview of the emergency situation, available capabilities, organisational structure and in-country support needed by the UNJLC;

• In conjunction with the relevant authorities, identify and select staff to fill UNJLC positions. Decide structure/components of UNJLC and whether to establish Satellite JLCs;

• Discuss reporting requirements, including daily telephone calls, data collection, situation reporting, and final report;

• If available, obtain information on status of affected country's response to the disaster and local logistics disaster response capability. [Refer to WFP's Logistics Capacity Assessment (LCA) data bank].

• Obtain information on lessons learned from other disasters in the affected country and lessons learned from other disasters of this type.

• Obtain details of important points of contact (POC) in the affected country (UN, Government, etc).

• Discuss deployment timeframe.

• Obtain information on any existing contracts and agreements with transport operators in the crisis area.

• Establish POC for transport contracts and procedures. If possible, obtain copies of existing contracts.

• Verify acquisition, preparation and shipment of UNJLC flyaway packages.

• Ensure that adequate communications equipment is ordered for all envisaged UNJLC tasks.

• Ensure that expertise is available for installation of ICT equipment.

• Ensure that the UNJLC is able to support itself financially once deployed in the affected country. Discuss fiscal authorities, any accounting restrictions, and reporting.

• Take actions for acquiring all necessary maps.

2.3.3. IN COUNTRY, IMMEDIATE ACTIONS

•  If sent directly into the crisis area , check relevant points in pre-departure in pre-departure checklist;

• Report to the Humanitarian Co-ordinator and WFP Country Director;

• Agree on UNJLC functions to be fulfilled during the initial phase of the crisis;
• Obtain information on political sensitivities relating to the affected country, security situation and any potential evacuation strategy;
• Brief Humanitarian Coordinator's staff on staffing requirements, in-country support requests, and special travel needs;
• Discuss exit strategy;

• Conduct initial UNJLC briefing with available staff members.

• Establish contacts with LEMA (if applicable).

• Establish contacts with OSOCC/UNDAC (if deployed).

• Verify whether or not UNJLC Terms of Reference (TOR) have been drafted. Establish/modify the TOR in accordance with directives of the LEMA/ Humanitarian Coordinator/WFP and Country Team (UNCT).

• Consider the establishment of a Field Steering Group (FSG)

•  Obtain agreement with relevant authorities on FSG and UNJLC TOR.

• Obtain agreement on setting-up of communications networks.

• Obtain clearance for travel to and within restricted areas.

• Establish location for UNJLC HQ and oversee its set up. Ideally the HQ should be close to the office of the Humanitarian Coordinator or LEMA. Verify shipment/delivery of UNJLC flyaway package and arrival of staff officers.

• Ensure ICT equipment is available and monitor its installation.

• If necessary, forward requirements for staffing and equipping the UNJLC to Lead Co-ordinating Agency and/or the Humanitarian Co-ordinator.

• Ensure acquisition of vehicles and drivers for UNJLC staff members.

• Negotiate with Custodian Agency on establishment of an accountability and management system.

• Finalise structure of UNJLC. Appoint and brief available staff officers on their respective functions and responsibilities.

• Brief the available staff on their functions and responsibilities.

• Develop a staff work schedule.

• Determine locations and staffing of satellite JLCs (if required). Once deployed, establish communications with - and provide guidance to - the JLCs.

• Participate in inter-agency and/or national co-ordination meetings.

• Oversee or perform an immediate initial evaluation of the common transport situation.

• Establish contacts with all humanitarian organisations that are eligible for UNJLC support. Organise meeting to discuss UNJLC TOR and modus operandi.

• Establish contacts with donors who might be offering common transport assets.

• Establish contacts with relevant national and/or international authorities in order to be kept informed on all security issues related to logistics.

• In complex emergencies, liaise with DPKO or relevant military authorities including the Civil Military Co-operation (CIMIC) component - in the event that such an entity is deployed in the crisis area - and establish modus operandi. Establish procedures for co-ordination of movement of humanitarian relief commodities, including security aspects. Establish co-ordination procedures for obtaining humanitarian movement priorities and monitoring the application of these priorities during the execution phase.

2.3.4. ONGOING OPERATIONS

• Perform operational coordination function with Agencies and other humanitarian organisations to facilitate logistics support;

• Monitor activities of all UNJLC sections, including satellite JLCs:

• Supervise application of priorities;

• Organise and chair internal planning and coordination meetings.

• Review and clear Situation and Mission reports (Sitreps, Misreps).

• Maintain close contact with and inform Humanitarian Co-ordinator and Custodian Agency on current logistics situation, work in progress, problems, planned actions, effectiveness of support, etc.

• Assist and provide logistical advice to inter-agency and multi-sectoral policy making and strategic co-ordination meetings.

• Organise regular meetings with beneficiary organisations to discuss logistics planning issues. Ensure regular attendance and effective contributions from all UNJLC members to the operational planning process.

• Coordinate continuously with affected country representatives (LEMA) and beneficiary organisations.

• In complex emergencies, co-ordinate continuously with DPKO and/or other relevant military authorities including the Civil Military Co-operation (CIMIC) component. Discuss and monitor security aspects and humanitarian movement priorities.

• Conduct, as needed, a critique of all functions for effectiveness, validity of priorities, soundness of objectives and ability of UNJLC staff members to carry out functions. Institute changes as necessary.

• Oversee the development of situation reporting, operational planning, resource tracking, documentation, and commodity consignment systems.

2.3.5. DEMOBILISATION

• The Exit Strategy will be determined by the Humanitarian Coordinator as outlined in paragraph 7 of the UNJLC Concept and FOM.6.4.3.

•  In view of the importance of deriving lessons learned, and best practises out of subsequent evaluations, review all documentation and accumulated data, such as bulletins, videotapes, photographs, logs, Misreps, Sitreps, faxes and electronic messages;

• Identify additional requirements for final reports and assign responsibilities as required;

• Oversee drafting, editing, reviewing and publication of UNJLC activity report.

• Ensure that all budgetary procedures are properly concluded;

• Ensure that the necessary equipment is recovered and establish storing modalities as part of the flyaway kit for the next emergency;

•  Ensure that requested documentation and final disaster reports are distributed to the UN Resident/Humanitarian Co-ordinator and participating agencies prior to de-activation of the UNJLC;

• Debrief LEMA (if applicable), UN Resident/Humanitarian Coordinator and Custodian Agency.

2.4. OPERATIONS COORDINATOR (Deputy Head UNJLC)

If appointed, the Operations Coordinator will report to the Head UNJLC, direct and monitor the activities of all UNJLC sections, particularly satellite JLCs. In this capacity, he/she will take some of the responsibilities of the Head UNJLC described in paragraph 2.3 above with emphasis on the following functions:

• Contribute to the formulation and the implementation of the overall UNJLC workplan;

• Perform operational co-ordination functions with Agencies and other humanitarian organisations to facilitate logistics support;

• Ensure proper functioning of the UNJC office;

• Oversee the Finance/Administration Officer and actively assist in resource mobilisation efforts;

• Monitor the activities and backstop the JLC satellite Offices;

• Assist in the planning of timely opening and closing the JLC satellite offices;

• Develop a staff work schedule. Brief the available staff on their functions and responsibilities;

• Organise and chair internal planning and coordination meetings;

• Organise regular meetings at operational level with beneficiary organisations to discuss logistics planning cycle. Ensure regular attendance and effective contributions from all UNJLC members to the operational planning process;

• Establish procedures for of inter-agency co-ordination of movement humanitarian relief commodities, including security aspects. Establish co-ordination procedures for obtaining movement priorities and monitoring the application of these priorities during the execution phase;

• Supervise the logistics information management process;

- Oversee the processing of situation reporting, operational planning, resource tracking, documentation, and commodity consignment systems;

- Review and clear Bulletins, Mission Reports (Misreps) and Situation Reports (Sitreps).

2.5. MOVEMENT COORDINATOR

2.5.1. SENIOR MOVEMENT COORDINATOR OFFICER

a. Responsibilities

The Senior Movement Coordinator Officer (SMCO) can act as Deputy Head UNJLC or Deputy Operations Coordinator as the case may be. The SMCO will keep himself/herself informed on all activities within the UNJLC and will substitute for Head UNJLC or Operations Coordinator, whenever required. He/she has a major co-ordination role within the UNJLC and, besides being responsible for the MOVCON Planning and Monitoring functions, will:

•  Provide information on interruptions to road and railway networks, including congestion points and any other logistical bottlenecks. Act as focal point for the resolution of such problems.

•  In conjunction with UNJLC air operations staff (if present) provide an information platform on the operational status, capabilities and limitations of all airfields in the crisis area and recommend strategy for use of these airfields.

•  In conjunction with UNJLC air operations staff (if present) provide an information platform on use of common air assets for transport of humanitarian cargo and passengers.

•  Identify possibilities and limitations for using inland waterways and recommend use of suitable boats and/or barges.

•  Provide an information platform to facilitate operational decision-making on all logistics matters, including identification of most efficient transport method (possibly a combination of water/road/air).

•  Acquire and provide information to assist avoidance of inflation of commercial transport rates.

•  Act as focal point for UNJLC Field Co-ordinators deployed at satellite JLCs.

•  Direct and supervise the Movement Planning Cell (MPC), Movement Monitoring Cell (MMC), Movement Execution Cell (MEC) and Air Operations Cell, depending on which of these Cells are established. Issue specific TOR for MMC and MEC as required.

•  Be the focal point for integrating CMCoord staff and support into the UNJLC movement control function.

•  In a complex environment, be the focal point for co-ordinating logistics movements with DPKO (MOVCON) and/or other relevant military entities.

b. Immediate Actions after UNJLC Activation

•  Read DRA report and obtain all relevant information on logistics movement issues.

•  If DRA report is not available, read relevant steps in DRA checklist at Part 2.2 and obtain information from sources identified in the checklist.

•  Obtain information on availability of common transport assets. Establish the UNJLC "Transport Support Request" process .

•  In a scenario involving UNJLC co-ordination of airlift operations, establish an Air Operations Cell to undertake the air functions of movement planning, monitoring and execution as applicable. In conjunction with the UNJLC Senior Air Operations Officer, draw up and publish procedures and guidelines for co-ordinating use of common air assets. (See Part 3)).

•  Discuss approach to be adopted for use of MCDA logistics support. Establish integration of CMCoord staff into the Movement Control function.

•  Agree and establish general coordination guidelines for streamlining and de-conflicting logistics movements.

•  If operating in a complex environment, establish procedures with DPKO and/or relevant military entities for coordinating movement of humanitarian relief commodities, including security aspects.

•  Establish coordination procedures with DPKO for determining humanitarian priorities and monitoring application of these priorities during execution phase.

c. Ongoing Operations

•  Confirm humanitarian priorities as and when up-dated by relevant humanitarian authorities and monitor application of these priorities during the movement-planning phase.

•  Undertake logistics co-ordination function on behalf of Agencies and other humanitarian organisations to facilitate logistics operational decision-making and avoid inflation of commercial transport rates.

•  Depending on the scenario and structural arrangements for co-ordination of common transport assets, call and chair regular meetings of users and operators to receive and prioritise bids and formulate the transport plan. Such meetings could be held daily (to discuss the following day's plan) or at less frequent intervals as required. In the case of airlift co-ordination, this task should be delegated to the UNJLC senior air operations officer.

•  Continuously supervise Movement Planning, Monitoring and Execution activities as applicable.

•  Analyse reports and modify Movement Planning schedule as required.

•  Co-ordinate summary reports with Reports Analysis and Statistics section.

•  In a complex environment, continuously co-ordinate logistics movement activities with DPKO or other relevant military entities.

•  Report to Chief UNJLC as required.

2.5.2 MOVEMENT PLANNING OFFICER (MPO)

a. Responsibilities

The Movement Planning Officer (MPO) will be responsible for the detailed co-ordination, planning and scheduling of common transport assets. Besides these planning functions, he/she will also be responsible for recommending the most efficient modes of transportation. In so doing, the MPO will take the following planning considerations into account:

•  Water transport

Boats are slow but economical and can carry large tonnage and cargo that may be too bulky for other means of transportation. River or tidal currents will affect their speed. In view of the UNJLC's mission to react quickly in large-scale emergencies, it will be rare for boats to be recommended for common transport during the initial relief phase. On the other hand, small boats and barges may be the only means of moving relief commodities in flooded areas.

Normally, the MPC will not be involved in detailed scheduling of commonly available boats and barges. These assets will be directly allocated for a pre-determined period of time to beneficiary organisations, which will be responsible for the detailed scheduling. Nevertheless, the UNJLC will maintain an inventory of the allocated assets and may require regular reports on their availability and status. In co-ordination with Donors, the UNJLC should have the right to re-allocate boats and barges in case of overriding priorities.

In special circumstances, boats or barges may be an important link in a movement operations plan using different modes of transportation. In such cases responsibilities for detailed scheduling may be delegated to the UNJLC.

•  Train

Railways continue to be outstanding in their ability to move large quantities of cargo and passengers over long distances at minimal cost. The degree of UNJLC involvement in rail transport will depend on the circumstances. If available, rail transport, because of its large capacity, should normally be shared by all participating Agencies and organisations. However, train scheduling will require thorough planning well in advance of execution and may not be the best mode of transport in urgent humanitarian relief situations.

•  Road

Road transport plays a major part in the movement of humanitarian relief commodities. In principle, it will be the primary mode of transportation whenever possible. Normally, Agencies and other humanitarian organisations will manage their own trucks and the UNJLC will not be involved in detailed loading and movement planning. However, the UNJLC could be the information collection point on road conditions and transport availability. In that context it may, for example, advise on avoiding choke points and bottlenecks and advise users on alternative options.

•  Air

Airlift enables the rapid delivery of significant quantities of cargo over long ranges. However, it is the most expensive mode of transportation and should be used only if no alternatives are available. That said, due account must be taken of such important factors as accessibility of the victims and the urgency of the humanitarian crisis. At the onset of an emergency, the use of air transport is very often the only way to reach the victims in a timely manner.

Because of their high cost, airlift assets (fixed-wing aircraft and helicopters) should wherever possible be shared or made available for common use. When significant air assets are deployed to a crisis region, the UNJLC should be structured to include an Air Operations Cell, distinct from and in addition to the MPC (which would then handle only the co-ordination of surface transportation).

The UNJLC Air Operations Cell will be manned by one or more staff with appropriate professional experience and qualifications. Its primary role will be to co-ordinate the utilisation of all air assets made available for the common use of UN Agencies, IOs, NGOs and other humanitarian organisations. These air assets could include both regional and strategic aircraft.

Because of the complexity of this function, a special Part in this Field Operations Manual has been dedicated to air operations (FOM Part 3)

Summary

The following table summarises the advantages and limitations of the different modes of transportation.

Mode	ADVANTAGES	LIMITATIONS
AIR	Speed Range Flexibility	Cost Payload Weather Airfield availability Aircraft maintenance crews
RAIL	Capacity Cost Range and Speed	Inflexible Long planning time
ROAD	Flexibility Cost	Road Conditions Bottlenecks Vehicle Maintenance Fuel Availability Vulnerability
INTERNAL WATER TRANSPORT	Capacity Specificity	Speed Flexibility

b. Actions by Movement Planning Officer (MPO)

•  Road Transport

•  Obtain information on:

•  General road conditions.

•  Locations of hazardous or impassable areas.

•  Fuel availability.

•  Availability of local drivers.

•  List of reliable local common carriers.

•  Availability of local maintenance facilities.

•  Local insurance requirements.

•  Local driving laws and requirements.

•  Ensure an adequate fuel supply system.

•  Obtain information on local Customs formalities.

•  Obtain relevant information on local laws, procedures, forms, costs and hours of operation at points of entry.

•  Brief beneficiary Agencies and organisations on process for submitting road transport bids, publish these procedures on UNJLC website and send electronic copies to all concerned.

•  Receive bids for road transport from Agencies, IOs, NGOs and other humanitarian organisations.

•  Evaluate and prioritise bids in line with priorities established by Humanitarian Coordinator. This process should be undertaken at regular meetings of potential airlift users held in UNJLC HQ and chaired by a UNJLC movement operations officer.

•  Prepare and submit a road transportation plan, including routes of travel, ETDs/ETAs, precise location of departure and pickup points, and assignments of vehicle and driver. Include maps for drivers.

•  Monitor execution of road transport plan, receive and analyse reports and, if required, monitor the fuel/oil consumption and vehicle cost.

•  Produce regular, timely and accurate narrative and financial reports for the head UNJLC and for donors as required.

•  Lateral relationships

- Ensure effective working relationships with logistics planners of UN Agencies and other humanitarian organisations.

- Ensure effective working relationships with technical and service departments of transport operators

•  Air Transport

Refer to Part 3 for details on the air transport planning function

2.5.3. MOVEMENT MONITORING OFFICER

The role of the UNJLC Movement Monitoring Officer (MMO) is to supervise implementation of the movement plan. This monitoring function is extremely important and hence a key element of the UNJLC's co-ordinating function. The MMO will be authorised to intervene if the execution phase is not carried out as scheduled, and to initiate whatever remedial actions or changes are needed. In taking such action, the MMO should keep the MPO fully informed. In case of air operations, the TOR for the MMO are at Part 3.

2.5.4  MOVEMENT EXECUTION OFFICER

The decision to establish a Movement Execution Officer (MEO) will probably depend on the scale of the relief operation and degree of UNJLC involvement in the surface transportation aspects of that operation. It is likely that a MEO would only be needed if UNJLC was heavily involved in a major crisis entailing the regular movement of substantial numbers of trucks and/or barges. In such an eventuality, special TOR for the MEO would be issued by the Senior Movement Control Officer (SMCO). The TORs for the Air Movement Execution Officer are at FOM Part 3