Whenever a major disaster, or conflict, strikes somewhere in the world, a significant humanitarian crisis can occur. In order to respond, thousands of humanitarian actors deploy to the affected areas to manage the crisis. It goes without saying that the logistics coordination required during these periods of disaster is complex and demanding. It’s for this reason that the UN and groups of NGO’s came up with the concept of the “Cluster”. A ‘Cluster’ is a group of organisations joining together to provide the best, coordinated, response to a humanitarian crises. There are different types of Clusters and the one I was recently involved with was the Logistic’s Cluster. The Logistic’s Cluster is led by the World Food Programme (WFP) and draws on a considerable number of Logisticians from various other UN Agencies and NGO’s. They run a special Logistics Response Team training course in Brindisi, Italy, and I was privileged to be selected for the 11th training course (LRT11).
The course was based on a simulated 7.2 magnitude earthquake in a poor country that is suffering from conflict – it doesn’t get much worse than that. Over 1 million people were affected, with 100,000 killed and 500,000 in need of urgent lifesaving assistance. The scenario was very realistic and for a whole week we were immersed in a simulated humanitarian crises. Within the first 24 hours we had to carry out a needs assessment and make a recommendation to the Humanitarian Coordinator whether a Logistics Cluster should be set up. We quickly assessed a number of gaps and needs that required to be bridged and they included: Land and Aviation transport, Warehousing, and Logistics Information coordination. There were 11 of us in the team, all drawn from different backgrounds and different organisations. Some of us spoke English as our first language, but some did not. There were 21 Agencies who were playing the roles of participants requiring to get aid to the people of the mythical country, Brinland. We were required to meet with all of them, organise assets, respond to their requests, develop plans, deal with other emerging issues, including the deteriorating Security situation, intermittent IT, conflicting information, and harsh living conditions.
No nice Hotel for me! We were all housed in portacabins which we slept in, showered in, and worked in. We averaged around 4 hours sleep a night as we struggled to develop ourselves into a coherent, functioning, Logistics Cluster. Within the first 24 hours I had helped write our Concept of Operations (CONOPS) and commenced planning how we were going to bridge the various gaps in the Supply Chain. We had endless meetings with the various agencies on the ground, as well as trucking companies, warehouse providers, the airport company, local cargo haulers, and a very difficult government minister who’s unreasonable demands and tantrums were expertly played by one of the WFP facilitators.
Throughout the week we had run-ins with the local military and customs, and at one point half of our team was kidnapped by armed soldiers. We struggled with endless communications difficulties particularly because our team was split in two and we had to work remotely from each other for the first 3 days. Sleep deprivation meant that simple tasks became very difficult and simple mistakes were made, particularly towards the end.
Once we had an agreed CONOPS’s we secured trucks, helicopters, and temporary warehouse facilities in a number of strategic hubs throughout the country. We then developed Standard Operating Procedures (SOPS) for all 21 participating agencies to use when they wanted to move cargo to the Distribution points for the people in need of assistance. We also had to develop an Appeal for funding, and considerable time was spent gathering information on costs for labour, trucks, helicopters, communications, electricity, food for us, petrol for our vehicles, and other costs that we incur when we run these operations. Once we had put together a budget, I was tasked with putting together a presentation to Donor Governments seeking the money to fund our operation.
Initially, I thought I would only be presenting to the WFP facilitators, but I was shocked to discover that they had arranged from real donors to be at the presentation. I worked very long hours on the Thursday night to try and get a simple, but powerful presentation together and as the hours slipped away into the early morning, I was becoming more stressed at the thought of falling on my face. It was a very demanding time. I did not have sufficient information, and the information that I did have, was contradictory and the facts were hard to obtain. Supported by an outstanding team of very experienced and professional logisticians I was really pleased when I finally pulled it together.
On the final morning of the course a number of senior government officials arrived at the camp to get an overview of the training and to participate in the Donor Brief. They were primed with a number of difficult questions and they really put us through our paces. I was surprised at who was present, including Karen Johnson, the US Charge d’Affaires to the UN. I provided my formal presentation and ended with a plea for $12.1 million dollars based on our needs assessment. Micaela, my colleague, did an awesome job answering the tough questions and together we pulled it off. All of the Donors provided excellent feedback and all of them agreed to provide the funding (simulated only, unfortunately, I didn’t see one cent of it). Afterwards, when we got the opportunity to meet with the Donors in an informal setting, the US Charge d’Affaires mentioned to me that our presentation had been as good, if not better, than real ones she had attended. I was over the moon and finally realised all our hard work had paid off. Of course all the hard work was put in by the great team that I was working with. Irving, Micaela, James, Bryan, Alison, Judit, Modher, Rizwan, Max, and Loic are a great bunch of highly skilled, caring, funny, and decent people. I can’t wait to work them again.
A couple of the team who have been deployed to Haiti for that terrible Earthquake told me that the week was very realistic. I received excellent feedback from the facilitators and I am now on a roster to deploy should a real crisis occur somewhere in the world. It certainly makes all the hard work seem worthwhile, but I hope I never have to deploy. Whilst I will do so willingly, it’s not an experience I would wish to endure any time soon.
I’m now back in Jerusalem in the warm, with a little cat rubbing at my legs. Life is certainly good, and the experiences I continue to have are nothing short of outstanding, fulfilling, and awesome.
- Yet another urgent meeting a Stupid O’Clock in the morning.
- The boss (Bernard) providing a serious overview





























