Transcription

Term of Reference,Operational Support and Logistics,COVID-19 National ResponseRepublic of LiberiaMarch 2020www.liberiapheoc.org1Toll free no: 4455

Table of ContentsIntroduction and Rationale . . . 2Objectives of the Logistics . . . 2 – 3Role and Responsibilities . 3 – 4The Logistics Coordination Group (LCG) . 4 – 5Specific operational cells 5Information Management . . 6Operations . . 6Dispatching and Cargo Tracking Cell (DCTC) – Terms of Reference . 7The Dispatching & Cargo Tracking Cell reports to the Logistics Pillar Lead . 7 – 8Transport Cell (TC) – Terms of Reference . 8Shipping & Air transport . 8 - 9Logistics Information Management Cell (LIMC) – Terms of Reference . 9 - 10Logistics . . 10 – 11Logistics Flow Chart . . 12Service Request Form . 13Delivery Note Form . 14Daily Reporting Form . 15Daily Stock Movement Report Form . 16Organogram . 172

Introduction and RationaleLogistics pillar is essential for a rapid response in all emergencies, logistics provide thecapacity to mobilize the resources rapidly and manage the support services during theresponse. As Logistics may be one of the major concerns during emergencyoperations, a Logistics Coordination Group (LCG) has been established by the PHECO.This LCG will support the activities of the PHECO regarding Logistics preparedness. Itis important to review the national operational support and logistics logisticalarrangements to support incident management and operations. Expedited proceduresmay be required in key areas (e.g. surge staff deployments, procurement of essentialsupplies, staff payments).The below have been adopted from the Liberia Epidemic Preparedness and ResponsePlan (EPR) as well the World Health Organization (WHO) Coronavirus Disease 2019(COVID-19) Strategic Preparedness and Response Plan (SPRP).Each county will have an essential medicines and supplies package; regional ForwardLogistic Base (FLB) will support this. National levels’ function will be to restock countyand regional level supplies as required in addition to maintain a comprehensive stockinventory of all essential medical and non-medical supplies across the country. It isthe responsibility of the Logistics Pillar to maintain an updated checklist of requiredmaterials, medical supplies, and types of equipment.Pre-positioned supplies to allow for safe isolation and basic care are critical for rapidresponse; therefore, it is essential that the RRT review the supplies on hand and gapat the time of response and predict additional need and make a request to thenational level for additional stock as needed.All County RRTs should develop an SOP focused on what logistical resources (i.e.vehicles, light heavy-duty, and motorbikes) will be activated for the movement ofpersonnel and materials when a response is necessary. Conduct periodic spot checksto ensure all equipment is in good working condition and that proper petroleumproducts are on hand to ensure that the capacity for rapid response is essential andadequate.Objectives of the Logistics1. Ensure the rapid deployment of personnel and supplies for affected areas.2. Establish an emergency operations center and isolation areas.3. Provide regular support to case investigation and management teams.4. Ministry of Health take delivery of all donations for COVID-19 response.5. IMS the end user of all the donated logistics and supplies received by MOH forthe response. The IMS to alert the MOH on donations received at the PHEOCduring the course of the operations.3

Role and 5.16.17.Identify and mobilize transportation means and provide a coordinationmechanism for the management of movements for teams.Mobilize emergency supplies and kits from the warehouse to designated sites.Establish a supply chain for response i.e. procurement, stock management anddistribution of medical and non-medical logistics and supplies.Maintain emergency operation center and isolation areas.Map available resources and supply systems in the health system and othersectors as well.Conduct inventory review of supplies based on WHO’s a) Disease CommodityPackage (DCP) and b) COVID-19 patient kit, and develop a central stock reservefor COVID-19 case management.Review the emergency supply chain control and management system(stockpiling, storage, security, transportation and distribution arrangements) formedical and other essential supplies, including COVID-19 DCP and patient kitreserve in-country.Review procurement processes (including importation and customs) for medicaland other essential supplies, and encourage local sourcing to ensuresustainability.Assess the capacity of the local market to meet the increased demand formedical and other essential supplies, and coordinate international request ofsupplies through regional and global procurement mechanisms.Prepare staff surge capacity and deployment mechanisms; health advisories(guidelines and SOPs); pre- and post-deployment package (briefings, enhancedpsychosocial and psychological support, including peer support groups) to ensurestaff well-being.Identify and support critical functions that must continue during a widespreadoutbreak of COVID-19 (e.g. water and sanitation; fuel and energy; food;telecommunications/internet; finance; law and order; education; andtransportation), necessary resources, and essential workforce.Provision of logistics services from line ministries – Government ministries mustprovide adequate logistics to increase the response capacity of the County HealthTeams.Food security was important for all previous outbreaks – Food security foraffected communities improves the resilience of those suffering from outbreaksand increases cooperation when observation or quarantine are required.Well-coordinated ambulance system with communication facilities that will havetwo categories of services: those specific for infectious diseases and those thatwill cater to maternal complications and other conditions.NPHIL/MOH should work in coordination with counties to re-structure ambulancesystem and emergency medical services to have a well-coordinated ambulancesystem and specific ambulances for referral of highly infectious diseaseconditions.Timely distribution of medical and non-medical supplies to health facilities(private and public) during the outbreak raised confidence and enabled rapidresponse.Medical supplies should be preposition based on the epidemic profile.4

Key Immediate Tasks: Within 6 hours: Organize transportation for investigation teams. Identify the space for EOC and isolation/treatment. Coordinate with warehouse team for preparation of supplies. Within 24 hours: Organize transportation for supplies. Mobilize EOC kit, emergency kits and other necessary supplies. Preparation of land/space for EOC and isolation area.Within 48 hours: Establish storage space for supplies. Establish isolation/treatment areas. Establish an emergency operation center.Within 72 hours: Equip EOC and isolation areas. Establish movement coordination and management system. Establish a supply chain management system.5

The Logistics Coordination Group (LCG)The LCG established and coordinates the working group, aiming to support the PHEOCand to ensure that Logistics Preparedness activities (stand-by agreements, compilingof logistics-related databases, logistics contingency plans, training, and simulations)are in place in Liberia.One representative from the PHIL/MOHOne representative from the Civil Society Forum – the NGOs Umbrella Organization.One representative from the Liberia National Red Cross SocietyOne representative from the Ministry of Public WorkOne representative from the Arm Forces of Liberia/DefenseOne representative from the Liberia National PoliceOne representative from the UN – from WHOAs an observer, one representative from the Donors communityAmong its areas of competencies, let’s mention:Implementation of the Logistics Preparedness planStandardization of Logistics Documents 3Ws Civ-Mil coordinationRoles & Responsibilities of actors involved in LogisticsUpdate of the LCACapacity building and training plan for the key logistics actorsFacilitations measures aiming at improving the logistics preparedness, emergencycustomsClearance, stand-by agreementsNEOC Logistics UnitThis unit is made up of the Logistics Pillar Lead (PHEOC Logistics and OperationsOfficer) and members of the Logistics Coordination Group (LCG). Depending on thesize and specificities of the public health threat of this scale, some operational cells(sub-cells from theLogistics Pillar) may be set up to operate specific duties.ResponsibilitiesThe Logistics Pillar’s objectives are:Provision of resources to response agencies (clearance, storage, dispatching andtransport)Supplies sourcingThe responsibilities are:Supplies sourcing at national and international levelLiaison with national and international organisations on availability of prepositionedhumanitarian stocks operational arrangements for access, transport (upstreampipeline) Storage, availability and operations, at entry points, intermediate dispatching pointsand field levelTransport, including land, sea and air (downstream pipeline)6

Specific operational cells:Depending on the size and the specificities of the pandemic, the Supplies Pillar mayvary significantly in number and objectives.If needed, some specific cells may be set up, with precise ToRs, to operate the mostchallenging parts of the emergencyLogistics operations.TORs for those thematic cells:Nevertheless, it has been recommended by WFP Emergency Logistics PreparednessMission to set up a permanent Logistics Unit in the COUNTRY and a logistics unit inthe PHEOC when activated. This PHEOC Logistics Pillar should mainly be composed ofthe members of the Logistics Coordination Group.Customs Clearance Facilitation Cell (CCFC) – Terms of ReferenceIntroduction:During emergencies, if the size of the events requires international assistance, aCustoms Clearance coordination cell, composed by representatives from the Ministryof Finances and the Customs, maybe set up.Besides, volunteer support from one of the major Freight Forwarding / Shipping / CCbrokers companies should be a significant added value.Responsibilities:AssessmentMeet with the Liberia Revenue Authority and/or Customs authorities to review existingcustoms regulationsInformation ManagementEnsure INGOs and UN agencies’ good understanding of local Customs policies andtheir 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 the registration process for NGOs/International agencies.Advise the response teams on main customs issues affecting operations.Facilitate / support / ensure Customs Clearance procedures for registeredhumanitarian agencies. Maintain a paper trail for future reference.7

Dispatching and Cargo Tracking Cell (DCTC) –Terms of ReferenceIntroduction:During Emergency Response operations, Liberia authorities will set up dispatchingcenters; all the commodities transiting through the dispatching centers before beingsent to distribution areas.During emergencies, the dispatching centers should be operated by/with the supportof private companies bringing their professional experience for dispatching operationsand commodities tracking. This recommendation will require that prior standbyagreement even basic is signed between NEMO and the pre-identified privatecompanies.As all operations in remote areas will require repackaging and transshipmentoperations, this need to be considered when designing the initial Concept ofOperations (an additional hangar, linked to the dispatching center, need to bespecifically designated to this purpose).During emergencies, the Customs Clearance coordination cell, composed byrepresentatives from the MoF and Customs should be operating from the dispatchingcenterReporting line:The Dispatching & Cargo Tracking Cell reports to the Logistics Pillar LeadResponsibilities:Develop mechanisms for capturing data for commodity tracking purpose.Distribute reporting formats as required.Compile Agencies' relief commodities information and summarize in pre-determinedformats for publication in Sitreps.Conduct commodity tracking data filtering by agreed parameters for ‘pending’, ‘instock’, and, ‘distributed (Delivered)’.Enforce the tracking of a) filtering, b) entering, c) cross-checking process (third partycheck) (signatures at each stage).Work with the Data entry clerk (If deployed) to resolve discrepant data beforeinputting to the system.Coordinate reporting procedures and distribute reporting formats as required.Register all data for statistical evidence, including details of all commodities, handledand transported under the Logistics coordination by establishing a commodity trackingsystem.Commodities should be classified by type of food and by type of non-food item.Transport mode should be classified by type (air, road, sea) and by name of theoperator.8

Transport Cell (TC) – Terms of ReferenceReporting line:The Transport Cell reports to the Logistics Pillar Lead & the PHEOCResponsibilities:The Transport & Shipping Cell is responsible for the downstream pipeline. It includesthe following duties:Land TransportDefine specific transport strategies and procedures and ensure effective integration oftransport in Logistics operations.Manage transport operations including all transport assets to ensure timely and costeffective delivery of cargoes.Identify, mobilize resources, implement and report on special transport operations.Ensure that accurate and complete accounting, reporting and internal control systemsare 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 transportLiaise with appropriate resources to determine the most efficient mode of callingforward commodities, taking into consideration, the type of commodity, quantity,port/airport conditions, weather conditions, freight market condition, etc.Negotiate and conclude sea/air transportation arrangements with shipping/airoperators, including the chartering of vessels, on either a short or long-term basis orconclude ad-hoc individual rate agreements.Appoint, instruct and supervise a network of Freight Forwarding Agents and provideadvice to the appointed agents as required.Liaise closely with agents and suppliers to ensure that cargo readiness matchesvessels arrival.Prepare and maintain statistical reports on shipping and chartering information.9

Logistics Information Management Cell (LIMC) –Terms of ReferenceIntroduction:During Emergencies, Information Management is of the utmost importance for EmergencyLogistics Operations.Logistics Information Management will need to provide updated information aboutLogistics Operations to the Incident Manager and to the PHEOC daily.Reporting line:The Logistics Information Management Cell reports to the Logistics Manager, the IncidentManager and the PHEOCResponsibilities:The LIMC will act as the focal point for collecting, analyzing and disseminating logisticsinformation.The LIMC will work closely with the Logistics Manager.Gather information on the overall logistics situation, including comprehensive data onlogistics procedures and bottlenecks from the various Logistics participants and nationalauthorities.Produce Logistics reports in specific formats as required within the operations. Keyproducts include Sitreps, snapshots, flash news, briefings, road matrix, and area overview.Liaise with Logistics participants, and national counterparts to gather information for theproduction of daily Sitreps and weekly bulletins, ensuring that challenges and concernsrelating to the logistics operations are represented.Consolidate and share key logistics information and procedures, such as Concept ofOperations and Standard Operating Procedures (SOPs) ensuring they are regularlyrevised/updated if required.Inform relevant stakeholders on commodity tracking reporting procedures.Prepare talking points and agenda for LCG meetings, compile minutes/action points andensure timely sharing of meetings minutes with all participants.Prepare operational overview, briefings and snapshots on the logistics operation fordonors, UN Country Team, Office of the Humanitarian Coordinator and other stakeholdersas 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 otherorganisations.10

Logistics Information Management Cell (LIMC) –Terms of ReferenceIntroduction:During Emergencies, Information Management is of the utmost importance for EmergencyLogistics Operations.Logistics Information Management will need to provide updated information aboutLogistics Operations to the Incident Manager and to the PHEOC daily.Reporting line:The Logistics Information Management Cell reports to the Logistics Manager, the IncidentManager and the PHEOCResponsibilities:The LIMC will act as the focal point for collecting, analyzing and disseminating logisticsinformation.The LIMC will work closely with the Logistics Manager.Gather information on the overall logistics situation, including comprehensive data onlogistics procedures and bottlenecks from the various Logistics participants and nationalauthorities.Produce Logistics reports in specific formats as required within the operations. Keyproducts include Sitreps, snapshots, flash news, briefings, road matrix, and area overview.Liaise with Logistics participants, and national counterparts to gather information for theproduction of daily Sitreps and weekly bulletins, ensuring that challenges and concernsrelating to the logistics operations are represented.Consolidate and share key logistics information and procedures, such as Concept ofOperations and Standard Operating Procedures (SOPs) ensuring they are regularlyrevised/updated if required.Inform relevant stakeholders on commodity tracking reporting procedures.Prepare talking points and agenda for LCG meetings, compile minutes/action points andensure timely sharing of meetings minutes with all participants.Prepare operational overview, briefings and snapshots on the logistics operation fordonors, UN Country Team, Office of the Humanitarian Coordinator and other stakeholdersas 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 otherorganisations.11

Logistics Lead:NPHIL Logistics and Supply Chain CoordinatorMembers: Chief Pharmacists team MOHCDGEC and relevant Government Institutions(GSA, AFL, LMHRA); EOC Focal Persons for Logistics Supply Chain, Focal Person fromEPI/Surveillance Supply Chain, Case management focal Person, WASH Supply Chain FocalPerson and partners (WHO, CDC, WFP, UNFPA22, UNICEFFunctionsExpected Reports to EOC Develop/revise and distribute SOPs for logistics and supplies Identifies and quantifies the required resources for the response in collaborationwith Regions, Districts, Case management and WASH SCs Conducts mapping of available resources Build capacity in the supply chain management for Cholera items Maintains an up-dated inventory and provides regular feedback. Establishes supply chain for response i.e. procurement, stock management anddistribution of medical and logistics supplies. Mobilizes identified transportation means and provide a coordination mechanism formanagement and movements for teams Supports the establishment of treatment units. Provides the required supplies to treatment units and supports stock management. SOPs for LogisticsInventory of Partners, resources and areas they supportInventory of required resourcesReport on transportation systemsCapacity building of region and district teams on procurement/forecasting, stockmanagement and distribution of medical and logistics supplies and reporting Inventory of TOTs and trained staff at central, region and district level Report on stock management and stock status of Cholera medicines, supplies andIPC items in MSD, Zonal, district and CTCs Weekly updates of movements of drugs and supplies, (and/or IEC materials), theirutilization and gaps Number of CTCs established which received logistics support.12

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ORGANOGRAM/CHARTDeputy IM /Support ServiceJonathan Enders0770201710Logistic PillarLeadVictoriaMulbah SmithNPHIL0775971524Advisors fromvarious agencies- John T. HarrisMOH 0886737310Deputy pillarleadBen KandakaiGSA0776312714 0886312003Infrastructurelead / Bennie D.Tickey0886565104 MOHOperation / Col.Gabriel TaroldAFL0777568623Fleet / GSAFransco Dutor0886542888Supplies / AlexKokolea0776150865Procurement(MOH/NPHIL) SamW. Tarty0777204941/088636513818

This LCG will support the activities of the PHECO regarding Logistics preparedness. It is important to review the national operational support and logistics logistical arrangements to support incident management and operations. Expedited procedures may be required in key area