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West Africa Regional Bureau (OMD) – Ghana, Guinea, Sierra Leone, and Liberia Regional Special Operation 200773 – Logistics Common Services for the Humanitarian

Community’s Response to the Ebola Virus Disease Outbreak in West Africa

B/R No.: 1

� BUDGET REVISION FOR SOs FOR THE APPROVAL OF THE DED & COO

Initials In Date Out Date Reason For DelayFROM:

Corporate Response Director ................. ................ ……………. …………… CLEARANCE through:

Assistant Executive Director, OS .................. .................. .................. ...................... Assistant Executive Director, RM .................. .................. .................. ...................... Assistant Executive Director, PG .................. .................. .................. ...................... RELEASED FOR APPROVAL:

Chief of Staff, OED .................. .................. .................. ...................... APPROVAL:

Deputy Executive Director and COO …………… …………… …………….. ……………

PROJECT Previous Budget Revision New Budget

Total WFP cost (US$) US$ 87,000,000 US$ 91,533,000 US$ 178,533,000

TYPE OF REVISION

Additional DSC Additional CD&A Extension in time Other

1. NATURE OF REVISION:

The budget revision (BR), effective 8 December, will enable the augmentation of common services provided through Special Operation (SO) 200773. Funds were initially advanced by WFP through its internal financing mechanisms to avoid delays in the implementation of SO 200773 and obtain the achievements outlined in this document. The BR will fulfill the augmentation of common services provision and the repayment of the advances. This budget revision (BR) aims at:

• Extending the West Africa Regional Special Operation 200773 (SO) by three months. With the extension, SO 200773 will cover the period from 15 October 2014 to 31 May 2015. The extension in time allows better visibility and facilitates effective planning and timely delivery in common services provision. The new timeline will also enable greater harmonization and coordination with EMOP Regional Emergency Operation (EMOP) 200761.

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• Enabling the scale-up of the Ebola response, in line with the UN Ebola Response Operational Planning Conference (Accra, 15-18 October 2014).

• Adjusting the provision of common services to an evolving EVD outbreak and needs on the ground, to facilitate an agile Ebola response. The SO’s current objective of providing common services to support the response to the outbreak of the Ebola Virus Disease (EVD) in West Africa remains unchanged.

2. BACKGROUND:

1. The scale of the current Ebola Virus Disease (EVD) outbreak in West Africa is unprecedented, with critical social, economic and security consequences for the affected countries and the region.

2. A total of 17,111 confirmed, probable, and suspected cases of EVD and a total of 6,055

deaths have been reported up to the end of 30 November1 for the three most affected countries (Guinea, Liberia and Sierra Leone). At the moment2, reported case incidence is slightly increasing in Guinea, stable or declining in Liberia, and may still be increasing in Sierra Leone.

3. In August 2014, the regional Ebola emergency operation in West Africa was declared a

WFP Level 3 Corporate Emergency to underscore the threat and seriousness of the situation. Currently, WFP is supporting the health response to the Ebola outbreak by ensuring the basic food and nutrition needs of patients, households and communities affected by the virus in cooperation with governments, WHO, and other partners under Regional Emergency Operation (EMOP) 200761.

4. On 19 September, the UN Secretary-General established the United Nations Mission for Ebola Emergency Response (UNMEER) with a main coordinating hub in Ghana (Accra) and presence in Guinea, Liberia and Sierra Leone. The Mission provides the operational framework and unity of purpose to ensure the rapid, effective and coherent action necessary to stop the spread of the disease, to treat infected patients, to ensure essential services, to preserve stability, and to prevent the spread of EVD to unaffected countries. WFP was requested to provide logistics support to the Ebola response and is a partner of UNMEER.

5. To complement the EMOP, Special Operation 200773 was launched on 15 October 2014 under the UNMEER framework with an initial total budget of US$ 87,000,000, ending on 28 February 2015. Special Operation 200773 consolidated, expanded and superseded earlier Special Operations dedicated to air operations and logistics and telecommunications common services (SO 200767 and SO 200760).

6. SO 200773 has been established to act as an enabler under the United Nations System umbrella. The Special Operation provides logistics and infrastructure support, emergency telecommunications, supply-chain management capacity and humanitarian air services, leveraging WFP expertise to enhance the efficiency of the health response and help stop the spread of the virus.

1 WHO. Ebola Response Roadmap Situation Report. 3 December 2014. 2 WHO. Ebola Response Roadmap Situation Report. 3 December 2014.

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3. JUSTIFICATION FOR THE REVISION:

Context

7. As at the 60 day milestone3 for 1 December, progress has been made but not in all districts, so support needs to be maintained. Regional and national common services platforms and supply chain capabilities remain essential to support the scale up and operationalization of the Ebola response.

8. As the extent of the Ebola outbreak in the affected countries is unfolding, the level of support required is also adjusting to the needs on the ground. The Ebola response continues to evolve in the three most-affected countries, with increases in capacity for EVD case management and safe and dignified burials, and widespread access to laboratory services. Establishing a sufficient network of Ebola Treatment Centres (ETCs), Community Care Centres (CCCs), safe burial teams, and sample teams requires sustainable, agile and resilient logistics network to complement and strengthen existing Ministry of Health supply chain networks.

9. WFP has been requested by UNMEER to further bolster the logistics capacity up until the “last mile”. To reach the network of geographically scattered ETCs and CCCs, greater logistics coverage, supply chain management capacity and ability to rapidly adjust to changes in the Ebola outbreak is required.

Overview of project activities and budget revisions

10. SO 200773 aims at implementing an integrated approach that provides Common Services to enable the overall Ebola response and support governments and health partners. As in the initial Special Operation, the BR focuses on six work streams:

A. Establish and operate logistics staging areas and logistics hubs B. Provision of humanitarian air services and strategic airlifts C. Interagency logistics coordination D. Logistics and telecommunications infrastructure E. Supply chain capacity augmentation F. Emergency preparedness and response measures

11. The budget revision enables:

• Augmented warehousing, materials handling and transport capacity • Augmented air transport capacity and contingency airlifts • Extended Logistics Coordination mechanisms • Augmented emergency telecommunication infrastructure • Augmented supply chain management • Augmented emergency preparedness measures

A. Establish and operate logistics staging areas and logistics hubs (Figure 1)

12. Regional staging areas: Establishment of strategically located staging areas for regional cargo consolidation and storage of humanitarian items. WFP-managed UN Humanitarian Response Depot (UNHRD) are leveraged to establish procurement and regional staging areas, such as in Accra and Las Palmas.

3 60 day milestone the United Nations set for 1 December.

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Main achievements: The regional staging areas in Accra, Dakar and Las Palmas are operational. A staging area at Cologne-Bonn Airport is available to facilitate consolidation of air shipments among humanitarian organizations. US$11.4 million worth (1,315 MT)4 of relief items and equipment dispatched by UNHRD to the region on behalf of the humanitarian community.

13. National staging areas: Establishment of national staging areas located at the international

airports and ports in Guinea, Liberia and Sierra Leone, to facilitate the reception (handling, off-loading and screening), consolidation and coordination of cargo for the Ebola response.

Main achievements: The national staging areas are operational.

14. Main Logistics Hubs (national): Establishment of logistics facilities in Liberia, Sierra Leone and Guinea (three in total) for the reception, kitting and storage of items to be dispatched across the three affected countries. From these Main Logistics Hubs, the supplies are prioritized, tracked and timely dispatched to decentralized intermediary logistics hubs (such as forward logistics hubs, satellites hubs or government and partners’ central medical storage facilities, as required and depending on the context). They also enable the provision of an enhanced structure to kit and assemble Personal Protective Equipment (PPEs) and other critical items.

Main achievements: The Main Logistics Hubs are operational.

15. In-country Forward Logistics Bases (FLBs): Establishment of Forward Logistics Bases as a crucial node to pre-position, prioritize and consolidate supplies closer to the dispatch locations to facilitate faster response. These intermediary logistics facilities consist of adequate storage capacity and handling services, including fuel, security, office space, and communications.

Main achievements: Nine FLBs are operational, as originally indicated in the Special Operation. In addition, on-going constructions of two FLBs will be finalized early December. One FLB is maintained in stand-by for preparedness.

16. In-country Satellite Hubs: The logistics network design will ensure adequate catchment area from main logistics hubs and forward logistics bases to ETCs and CCCs. To this end, additional smaller intermediate storage facilities (satellite hubs) and handling capacity will be established or augmented where and when needed to ensure shorter delivery time to the final distribution point. To enable quick reaction to sudden flare-ups or new hotspots, this approach will remain agile and include mobile storage capacity for WFP and partners.

17. Budget revision (reference to paragraphs 12-16): Augmentation of the national staging areas to avoid cargo congestion, ensure additional covered storage capacity to support cargo consolidation and support the dispatch of supplies, as needed. Increased capacity to provide management for incoming surface shipments, provide assessments for required port capacity and warehousing needs. Augmentation of warehousing and material handling capacity/equipment at Main Logistics Hubs and Forward Logistics Bases.

Creation of up to 20 satellite hubs, including augmented mobile storage capacity for WFP and partners, taking into account the complexity of reaching geographically dispersed facilities/delivery points with limited road infrastructure. Satellites hubs represent a new phase of the evolving Ebola response and were therefore not previously budgeted in the Special Operation. Contingency mobile storage units and other equipment to increase warehousing capacity of WFP and partners is integrated to anticipate changes and enable

4 From March to 28 November 2014.

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response to new requirements arising on the ground, including in neighboring countries (such as Mali).

Deployment of additional rapid response teams from the UNHRD network to support the set-up of an increased number of logistics hubs and cargo consolidation. Costs for the eventual dismantling and transferring of structures and related training will be assessed to inform future planning.

18. Transport capacity and provision of transport services in the affected countries through the provision of vehicles and leasing of trucks and light vehicles to ensure efficient and undisrupted transport to/from Staging Areas, Main Logistics Hubs, FLBs, and Satellite Hubs. The transportation capacity will ensure flow of supplies (such as PPEs and other critical items) all the way to ETCs and CCCs, as requested. National health facilities at county level may also be reached, depending on country context and national response. Workshops are envisioned to ensure fleet’s optimal utilization and maintenance. In addition, the provision of motorcycles for sample teams may also be facilitated. The motorbikes transporting the sample teams won’t be operated by WFP. Upon request, procurement and dispatch of ad-hoc equipment (ambulances, miscellaneous items, other) may be facilitated.

Main achievements: Facilitated 188 vehicles’ deployments to Guinea, Liberia and Sierra Leone to support the Ebola response.

19. When required, access to fuel will be provided to partners, such as for transport of burial teams to the areas of intervention and for transport of sample teams to collect and transport specimens to specific laboratories for the detection of Ebola cases.

Main achievements: Provided access to fuel through fuel cards handed over to IFRC for burial teams in Guinea.

20. Budget revision (reference to paragraphs 18-19): Augmentation of the transport capacity and access to fuel to enable the logistics network to be operational and optimally reach the requested points of destination, taking into account potential access constraints due to remoteness of locations and limited transport infrastructure. Augmentation of fleet workshops and management to serve an increased fleet capacity. Upon request, fleet workshops may also provide services to partners. .

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Figure 1: Logistics structures and in-country logistics flow for the Ebola response

B. Provision of Humanitarian Air Services and Strategic Airlifts

21. United Nations Humanitarian Air Services: Provision of air transport to enhance access to humanitarian personnel and facilitate the delivery of humanitarian assistance5. With the suspension of commercial flights, ensuring safe, efficient, and reliable air services for health and humanitarian workers to operate within the most affected countries -as well as to move between countries and regional hubs- is critical. In addition, since ongoing flight restrictions also have an impact on commercial air freight services, the Special Operation caters for ad-hoc chartering of a light aircraft to facilitate the urgent transport of relief cargo. When required, airstrip rehabilitation may be facilitated to enable adequate aircraft to operate. In addition, boat charter service is provided from/to Freetown to enable passengers of humanitarian flights to reach Lungi airport (Sierra Leone).

Main achievements: UNHAS flights are in place and have been open for all users since 15 August. ‘Humanitarian air corridor’ from Dakar to the affected countries inaugurated on 25 September, with one medium-size jet ensuring the link between the affected capitals and regional hubs (Dakar and Accra). One 19-seat airplanes links Conakry, Freetown, Monrovia and connects field locations within the countries. One helicopter operates flights to hard-to-reach locations in Liberia and Sierra Leone.

5 UNHAS coordinates with UNMEER and UNMIL to optimize the use of resources and ensure higher operational efficiency. A joint flight schedule is published regularly and maintained with necessary flexibility.

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3,163 passengers and 20.9 mt6 of light cargo for UN agencies, NGOs, donors, the diplomatic community and government partners have been transported by UNHAS. Completed airstrip rehabilitation in Kissidougou airport (Guinea).

22. Budget revision: Augmentation of UNHAS capacity by integrating a second 19-seat airplane

to serve the growing demand for movement of personnel and supplies for the Ebola response. It will also enable further strengthening of the regional humanitarian terminals (Accra and Dakar) and augmentation of aviation and support staff to accommodate increased requests. Extension of the humanitarian air services for three additional months, in line with the extended timeline of SO 200773.

To support early EVD cases detection and enable quick reaction to sudden flare-ups, WFP has been requested to position helicopters to ensure immediate dispatch of teams and supplies to remote locations difficult to reach by road. This will support Rapid Isolation and Treatment of Ebola (RITE, name and concept may vary depending on the country context) by facilitating aviation support for transport of specimens within the country of origin.

In addition, the arrival of two helicopters specially equipped for the medical evacuation (medevac) of health and humanitarian personnel with EVD will be facilitated. The special medevac helicopters will be positioned as an integral part of the existing system, in close collaboration and coordination with health partners and following pre-established procedures and protocols. These helicopters will be kept in stand-by for use within the country (i.e. from a remote area to the capital). Except for these specially equipped helicopters, the regular UNHAS flights do not cater for the transportation of EVD patients but may be used for medical evacuation of non-EVD patients.

23. Strategic airlifts: Timely and predictable delivery of medical supplies and other items for the Ebola response is critical. For this purpose, cargo consolidation and coordination of several actors is required to ensure predictability of deliveries. To support the humanitarian community with timely airlift capacity and avoid detrimental delays, strategic airlifts with large cargo aircraft from different locations outside the sub-region are planned.

Main achievements: More than 20 strategic airlifts dispatched from different locations to Guinea, Liberia and Sierra Leone. In addition, the first inter-agency airlift, supported by the Logistics Emergency Team and facilitated by the Logistics Cluster, has taken place from Cologne-Bonn Airport staging-area on behalf of 8 organizations, 7 of which were NGOs.

24. Budget revision: Augmentation of strategic airlifts from different locations for the Ebola

response. Contingency for strategic airlifts to an additional country within the region, which may experience a sudden EVD outbreak (including Mali), is added for preparedness.

C. Interagency Logistics Coordination

25. The Logistics Cluster is responsible for coordination, information management7 and, when requested, logistics service provision to ensure an effective and efficient logistics response takes place, through the lead agency, WFP. For example, the Logistics Cluster is facilitating upon request the transport and storage of cargo on behalf of NGOs, Governments, and UN agencies to and within the most affected countries. Coordination services are also provided for optimal use of available logistics assets and resources and for support to supply chain activities.

6 From the start of the operation up to 30 November. 7 Examples include consolidating information on the overall logistics situation, identifying logistics bottlenecks and publication of situation updates, such as road closures.

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26. Provision of capacity to support upstream coordination mechanisms, such as the Air Coordination Cell (ACC)8 based in Copenhagen, the Europe Staging Area at Cologne-Bonn airport in Germany and the EU Emergency Response Coordination Centre (ERCC).

Main achievements (reference to paragraphs 25-26): Transportation of 29,217 m3 of cargo across Guinea, Liberia and Sierra Leone, on behalf of over 30 organizations, and storage of 33,959 m39 of cargo facilitated by the Logistics Cluster. The Logistics Cluster hosts weekly Coordination Meetings in each country in which governments, CIV-MIL counterparts, NGOs and UN agencies regularly participate. Capacity provided to upstream coordination mechanisms.

27. Budget revision (reference to paragraphs 25-26): Extension of on-going coordination

mechanisms for three additional months and facilitation of transportation and storage of humanitarian cargo on behalf of partner organizations, upon request.

D. Logistics and Telecommunications Infrastructure

28. Infrastructure Support: Engineering capabilities and facilitation of materials and equipment’s transport for the establishment of ETCs/CCCs, upon request from Governments and partners. The set-up of office space and accommodation facilities (such as pre-fab and camps) for health and humanitarian workers deployed to ETCs/CCCs may also be facilitated when required.

29. Main achievements: Completed construction work of two Ebola Treatment Centres (ETCs) in Monrovia (SDK Stadium and Ministry of Defense site)10. Completed ETC in Nzérékoré (Guinea). The works on three additional ETCs requested by the Government of Guinea are on-going. Facilitated construction of a camp to host aid workers with 25 beds11.

30. Budget revision: To allow for a shorter lead time, pre-packaged ETCs need to be available and stored for immediate deployment (“ETC in a box”). In the initial phase of the Ebola response, WFP has acquired engineering and logistics experience for the design and set-up of ETCs. Therefore, it has been requested to provide engineering support and pre-position “ETC in a box” in storage facilities. These pre-packaged ETC kits will be kept in stand-by for fast deployment, upon request from partners and in coordination with UNMEER. Once set-up, the ETCs will not be managed/operated by WFP. A total of six “ETC in a box” will be pre-positioned to contribute to the preparedness of Ebola affected countries (including Mali, if necessary). Facilitation, upon request, for the construction of camps and office space for aid workers deployed to ETCs/CCCs, when required.

31. Staff safety and security: In collaboration with UNDP, facilitate the rehabilitation or augmentation of two United Nations clinics (one in Guinea and one in Sierra Leone) for non-Ebola affected patients. This includes the provision of engineering support and facilitate the construction for augmenting the capacity of the existing structures. Through health

8 The ACC, established by the Logistics Cluster in coordination with UNICEF, is currently collecting information regarding incoming cargo flights (to the region), including flights with spare capacity, which could be provided to the humanitarian community. WFP Air Coordination staff at the Bonn-Cologne staging-area supports the coordination of the flights. 9 From 4 September to 1 December. 10 The two Ebola Treatment Centres in Monrovia have been built through a Service Level Agreement (SLA) and are not included in the financial framework of Special Operation 200773. 11 Through the stand-by partnership with the German Federal Agency for Technical Relief (THW), the construction of a camp with 25 beds has been facilitated. The camp will host aid workers (from UN agencies and NGOs) of a CCC in Sierra Leone. The camp is not managed by WFP.

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advisors and the enhanced clinics, WFP also aims to facilitate training of staff being deployed on medical protocol, in coordination with WHO and UNMEER for the non-medical staff and counterparts to raise awareness and implement stringent preventative measures in delivery of life-saving cargo to beneficiaries.

Main achievements: Completed augmentation of existing United Nations Clinic in Freetown (area for screening and holding UN staff). Enhanced United Nations Clinic in Conakry.

32. Budget revision: Contingency for the rehabilitation or augmentation of United Nations clinics in one additional country within the region experiencing a sudden EVD outbreak (including Mali) is added for preparedness.

33. Emergency Telecommunication Support: Reliable supplies of communications equipment

are required for the Ebola response. As lead agency for emergency telecommunications, WFP provides critical emergency telecommunications coordination and information sharing mechanisms. WFP is working with UNMEER and health response partners to establish connectivity where necessary.

34. Radio network infrastructure and data connectivity services are required in various locations to support communications and connect ETCs, CCCs and other relevant health facilities to FLBs/Satellites hubs or data connectivity hubs at common operational areas. In particular, medical personnel in ETCs and CCCs, as well as other humanitarian actors involved in the Ebola response, will be able to use radio communications through the deployment of radio network to support cost-effective and reliable communications. Internet access is planned for up to 41 ETCs. Radio for communication between medical personnel is planned, followed by radio communication with vehicles for up to 32 ETCs. When possible, voice communication for CCCs will be established.

35. 17 key common operational areas (including forward logistics bases) will be provided with shared internet connectivity services, while up to 24 sites will be served with 24/7 security communications. Mobile communication installation is also planned for trucks and light vehicles. When possible, on average 150 pre-paid mobile phones per country will be provided for the use of EVD patients in Guinea, Liberia and Sierra Leone.

Main achievements (reference to paragraphs 33-35): equipment to provide connectivity at FLBs and ETCs (upon request) is in transit to Ghana, Guinea, Sierra Leone and Liberia. Internet equipment installed in Nzérékoré’s ETC. ITC Specialists deployed and work is on-going in several sites to install connectivity. A dedicated radio station for the NGO community in Monrovia for secure radio communications has been deployed. Hosted a radio programming training in Guinea for 15 ICT specialists from nine UN agencies and NGOs.

36. Budget revision (reference to paragraphs 33-35): Augment the provision of radio and

internet connectivity services to the humanitarian community, voice communication and security communication networks and extend the services for three additional months.

E. Supply chain capacity augmentation

37. Supply chain management and coordination mechanisms to support partners, upon request, to facilitate the right balance between supply and demand throughout the supply chain (Non-Food Items). When requested, it will be ensured sufficient capacity to work alongside National Ebola Task Force and specifically the Ministry of Health and partners such as WHO and UNICEF on the pipeline planning to ensure clear requirements and priorities are identified.

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38. Depending on country context and requests, supply chain management may focus on the following main components: • Management of supply chain information, in coordination with government and other

humanitarian partners and contribute to upstream coordination • Planning of requirements and dashboards preparation to allow informed decision making • Delivery and dispatch planning • When required, inventory management and network design for the timely reallocation of

inventory including re-supply, redistribution and re-routing. • Tracking and tracing to ensure visibility throughout the supply chain and timely reports.

Where available, lead agencies will use their own systems and will ensure data on arrivals and deliveries

39. A team in Accra will aggregate upstream and downstream information on requirements for

Guinea, Liberia and Sierra Leone, depending on country context and requests. Available information on Non-Food Items will be analyzed to maximize the efficiency of the logistics operations and optimize related resources.

40. Budget revision (reference to paragraphs 37-39): Augment supply chain management

capacity to offer an efficient and effective service and coordination with partners and to take into account complexities derived by the larger number of FLBs, Satellites Hubs and final points of delivery. Depending on country context, augmented supply chain management capacity may include human resources, system enhancements and support to coordination mechanisms.

F. Emergency preparedness and response measures

41. Emergency preparedness and response measures: The evolving EVD outbreak highlights the considerable risk of cases being imported into unaffected countries. With adequate levels of preparation, however, such introductions of the disease can be contained before they develop into large outbreaks. The success of Nigeria and Senegal in halting the transmission of EVD highlights the critical importance of preparedness. WFP will continue to support emergency preparedness efforts in coordination with UNMEER and collaboration with governments and partners.

Main achievements: Following the detection of the first case of EVD in Mali, UNHAS dispatched medical supplies for preparedness within one day.

42. Fifteen countries that neighbor countries with widespread and intense transmission, or that otherwise have strong trade and travel ties with countries with widespread and intense transmission, have been prioritized for technical assistance on preparedness from specialist WHO teams and partners. These countries are: Benin, Burkina Faso, Cameroon, Central African Republic, Cote D’Ivoire, Democratic Republic of Congo, Gambia, Ghana, Guinea Bissau, Mali, Mauritania, Nigeria, Senegal, South Sudan, and Togo12. If requested, WFP will provide technical advice on logistics and preparedness to the specialist teams and partners.

43. WFP will continue to develop guidelines for preparedness and response, and support integration of this into broader WFP policy and guidance, in particular the Emergency Preparedness and Response Package (EPRP). This includes business continuity planning and analysis of potential consequential effects that may cause disruption to public and commercial sector services as well as impact staff health and safety.

12 WHO. Ebola response roadmap situation report. 19 November 2014.

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44. Budget revision: Set-up of emergency preparedness measures, as described in previous sections13 to enable partners to respond quickly to sudden flares-up of EVD and support the efforts to avoid the spread of the virus to other countries in West Africa.

4. PROJECT MANAGEMENT:

45. The Corporate Response Director will be responsible for overall project oversight and funds management. Under the overall supervision and guidance of the Regional Finance Officer, the Finance Officer for the Special Operation (SO 200773) will be responsible for the allotment of funds.

46. The Regional Common Services Coordinator of the Special Operation reports to the Corporate Response Director. The Regional Common Services Coordinator and the Coordination Office for the Common Services are based in Accra, where the UNMEER headquarters is located.

47. The Coordination Office provides fund management and budgetary services, supply chain management for Non-Food Items (NFI) and operational and administrative support when required. The Coordination Office also includes regional logistics cluster cell, regional emergency telecommunication cell, IM, UNHAS (based in Dakar and Accra) and UNHRD services as part of the SO in support of the Ebola response.

48. A Chief Common Services in each country will coordinate common services provision in

Guinea, Liberia and Sierra Leone, reporting to the Regional Common Services Coordinator. In each location a Deputy Chief, a Logistics Cluster Coordinator, Logistics Common Service Coordinator/Service Provision officers, Aviation officers, a CIV-MIL coordinator, an Information Management officer, an IT Coordinator, logistics-related capacity across the country, engineering services upon request and a supporting structure will be set-up to enable the delivery of common services for the Ebola response.

49. The original Special Operation did not yet fully capture the staffing required to respond to

the complexity and uniqueness of the Ebola crisis and the evolving needs for an efficient Ebola response. The revised budget accounts for the additional staff required to manage and implement the provision of common services and to ensure the health and safety of staff in the field. Given the high reliance on emergency temporary deployments to guarantee fast response, planned travel costs have increased. On the ground, field presence is also being reinforced to take into account remote locations and the increased extent of the common services to be provided.

50. In addition, at the end of the deployment period in an Ebola affected country, staff may need to be placed for 21 days in a non-Ebola affected location before returning to their regular duty station14. This measure, together with short R&R (rest & recuperation) requirements, increases staff-related costs (flight to the location and DSA).

5. RISK MANAGEMENT

13 Section B (Provision of Humanitarian Air Services and Strategic Airlifts): Positioning of specially equipped helicopters for medevac within the country of origin and of helicopters for immediate dispatch (RITE, in Liberia); contingency for strategic airlifts to an additional country within the region. Section D (Logistics and Telecommunications Infrastructure): pre-packaged “ETCs in a box”; contingency for the rehabilitation or augmentation of United Nations clinics in one additional country within the region. Budget revisions already mentioned in paragraphs 22, 24, 30, 32. 14 This applies to staff that would return to a country with inadequate medical facilities or to a country that may have placed entry restrictions on people who have been in an Ebola affected country.

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51. Contextual, programmatic, institutional risks and possible mitigation measures outlined in the original Special Operation 200773 remain valid.

52. In addition, the shift of the Ebola response toward a larger number of smaller and more

geographically dispersed facilities call for WFP’s increased support for delivery to the “last mile”. The fulfillment of this request will be particularly complex due to the remoteness of the affected areas and limited infrastructure. The request for a larger network of logistics hubs to ensure the last mile logistics also increase the risk of having insufficient capacities in place. This risk will be mitigated by increasing the transport capacity, private sector contracting, deploying additional capacity in supply chain management, logistics, warehousing and material handling, engineering and emergency telecommunication, and continuing to assess the logistics requirements and gaps.

6. MONITORING

53. Monitoring measures outlined in the original Special Operation 200773 remain valid. To include the additional components outlined in the Budget Revision, WFP will monitor: 1) the establishment of staging areas, main logistics hubs, forward logistics bases and satellites hubs in Guinea, Liberia and Sierra Leone; 2) the use of the common services provided to partners; 3) the compilation and dissemination of relevant transport and logistics information; 4) risk factors that arise that may impact the logistics component of the Ebola response operation; 5) the establishment and operation of emergency telecommunication infrastructures.

54. In line with the original Special Operation 200773, the key performance indicators (KPIs) for this project will be:

A. Number of operational in-country staging areas by 1 January vs. planned B. Percentage of Forward Logistics Bases established against request C. Monthly volume of consumable and essential items transported, upon request D. Percentage of ETCs established against request E. Number of FLBs equipped and provided connectivity upon request F. Number of ETCs equipped and provided connectivity upon request G. All requested medical evacuations (MEDEVAC) fulfilled H. Number of UN Clinics rehabilitated, upon request I. Organizations receiving services through common services and responding to a

survey rate service satisfaction as 80% or above

55. Regular assessments will be made to ensure that lessons identified will be applied to improve the common services support. Following the completion of the operation, WFP will conduct a lessons learned exercise in order to ensure that best practices highlighted during the operation are compiled and made available. This will ultimately contribute for a faster, more tailored and cost effective response mechanisms for future emergencies.

RECOMMENDATION In light of the above, this budget revision for an increment of US$ 91,533,000 in requirements is recommended for approval by the Deputy Executive Director and Chief Operating Officer.

DISTRIBUTION:DED & COO Corporate Response Director Director, OSL

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Chief, OSLT Director, OSZ Director, RMB Chief, RMBP, OSZP, OSZR Regional Director Director, PGG Country Director Bgt/Programming Officer, RMBP RB Programme Advisor OM Registry Programming Assistant, RMBP RB Programme Assistant Liaison Officer, OM @ Director, OST (ICT operations only) Director, OME