EPRH

Annex 10: logistics and operations checklist and guidelines

Assign someone to co-ordinate deployment and international travel.
Get clarity from IHART about possible international deployment and travel requirements.
Get clarity about nature and length of deployment. Inquire about legal requirement such as work permit, tax system, entry requirements etc. if it is a long term deployment.
Establish communication with appropriate authorities e.g. immigration or home office who may issue or advise on visa.
Revise visitor pack with additional context specific information, e.g. credit card does not work, specific immunisation and health preparation.

Determine procurement requirement immediately during assessment: specific items, quality, specification (be clear about government rules and regulations, seasonal dimension, risk factors).
Decide mode of procurement: maintain good documentation for audit in case of exceptional mode of procurement such as arbitrary selection, cash purchase, etc.
Prepare for customs clearance in the case of international procurement.
Preserve sample and verify quality once supplied.
Develop warehouse system, which should include security, safety and inventory.

Determine requirements for communications equipment and set out an alternative plan if there is a threat to the existing system.
Purchase additional communications equipment, if necessary. Make sure that they are budgeted for in the donor proposal.
Prepare a list of staff of ActionAid and partners with their contact details; and circulate to all involved nationally and internationally in case of an emergency.
Ensure that ActionAid system is protected from possible attack by virus, spy wares and spam, which can severely harm emergency work e.g. meeting donors’ deadlines.

Organise adequate vehicle for the size of response.
Develop protocol of vehicle use and make sure everyone understand to avoid frustration.
Recruit additional drivers as part of staff welfare – in case they require long duty.

Rent adequate size of office for the needs – and consider convenience and security issues especially with women staff.
Decide about office requirements: space, IT support, storage, parking, generators, photocopy, phone line, satellite, water machines etc.
Assess security requirement: decide whether you recruit security or go for a company.
Consider safety issues if you’re setting up the office in earthquake-prone areas.
Negotiate with landlord about all the possible uses of the office and local regulation.

Carefully analyse the donor contracts in relation to the handling of cash.
Communicate with donors in advance if you can not comply with certain sections.
In case of new country, certain banks require a letter from CEO authorising the team leader of the operation to open and maintain the account. Collect this letter as soon you decide to open an account.
Quickly put together a policy and get approval about cash transactions including introducing a cash book.
Decide bank signatory in terms of nature of staff movement (Sri Lanka – any two of three/four). Alternative signing arrangement.

Assign a security monitoring team immediately after an emergency. In the case of a large scale operation in a highly insecure area, you may even decide to recruit a dedicated security officer. S/he can maintain liaise with other agencies, partners and government.
Make sure that national and international staff including partners are aware about security assessment
Design a security communication system and alternative contingency plan. Often single communication channels help to ensure that everyone receives the information.
Identify meeting points if security deteriorate.
ActionAid office can book alternative air ticket for repartition once security reaches a certain level.
Ensure that all staff use safety measures such as life jackets etc.
Make sure that all international staff have up-to-date insurance coverage (Roger Ying is the focal person for this). For new staff, initiate the process as soon as possible. It should be applicable for vehicles.