FIJI
EMERGENCY PREPAREDNESS
OPERATIONAL LOGISTICS CONTINGENCY PLAN
PART 2 –EXISTING RESPONSE CAPACITY &
OVERVIEW OF LOGISTICS SITUATION
GLOBAL LOGISTICS CLUSTER – WFP
FEBRUARY – APRIL 2012
PROGRAM FUNDED BY:
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A. Summary
A. SUMMARY 3
B. EXISTING RESPONSE CAPACITIES 5
C. LOGISTICS ACTORS 8
A. LOGISTICS COORDINATION 8 B. THE LOGISTICS COORDINATION GROUP (LCG) 8 C. FIJIAN ACTORS 10 AT NATIONAL LEVEL 10 AT DIVISIONAL LEVEL 12 D. INTERNATIONAL COORDINATION BODIES 14 THE PACIFIC HUMANITARIAN TEAM (PHT) 15 FRANZ AGREEMENT 17
D. OVERVIEW OF LOGISTICS INFRASTRUCTURE, SERVICES & STOCKS 18
A. LOGISTICS INFRASTRUCTURES OF FIJI 18 PORTS 19 AIR SERVICES AND AIRPORTS 24 INTRODUCTION 24 AIR SERVICES SECTOR STRUCTURE 24 INTERNATIONAL AIRPORTS 24 MAIN CARRIER 25 AIRLINE OPERATIONS – INTERNATIONAL 25 AIRLINE OPERATIONS - DOMESTIC 26 AIR SERVICES 26 ROADS 27 STORAGE 30 MILLING CAPACITIES 32 LOGISTICS SERVICES OF FIJI 32 GENERAL CONSIDERATIONS 32 FUEL SUPPLY 32 POWER SUPPLY 33 TRANSPORTERS 35 HEAVY HANDLING AND POWER EQUIPMENT 35 TELECOMMUNICATION 35 LOCAL SUPPLIES MARKETS 39 CUSTOMS CLEARANCE 40 CUSTOMS AND TAXATION REQUIREMENTS FOR RELIEF GOODS, MEDICINES AND EQUIPMENT 40 FIJI HUMANITARIAN CUSTOMS REGULATIONS 41
E. FIJI GLOBAL LOGISTICS CONCEPT OF OPERATIONS 44
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A. LOGISTICS PLANNING ASSUMPTIONS & IDENTIFIED GAPS ERROR! BOOKMARK NOT DEFINED. MAJOR GAPS/BOTTLENECKS IDENTIFIED: 44 SOLUTIONS PROPOSED 46 B. FIJI’S LOGISTICS & PLANNING ORGANISATION 49 FIJI GENERAL LOGISTICS AND PLANNING MAP 49 ENTRY POINTS 50 EXISTING OPERATIONAL CORRIDORS IN PNG 51 C. STORAGE: 54 INTRODUCTION: 54 CURRENT SITUATION: 54 PLANNING 54 D. DISPATCHING: 55 CURRENT SITUATION: 55 PLANNING & IMPROVEMENT: 55
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B. Existing response capacities
Here under is an updated list of the main response capacities currently present in the country.
Name / Agency Activities related to Emergencies
National Level – Governmental Agencies Minister for Provincial Development Chairman of the National Disaster Management Council and report and National Disaster Management disaster programmes and activities to Cabinet
Permanent Secretary for Provincial Deputy Chairman of the NDMC and National Disaster Controller Development Once an Emergency Situation is declared, the national Disaster Controller takes the lead on all departments / operations and has the power to requisition any governmental or private asset
National Disaster Management Office Day-to-day management of disaster management activities and (NDMO) operations Co- ordination of response resources through the National Emergency Operation Centre (NEOC) The Director for the NDMO is the Manager of the NEOC and is also the National Disaster Coordinator.
Republic of Fiji Military Forces (RFMF) Key during emergency operations, mainly engineer and logistics units Provide significant number of people to assist in all emergency operations (distribution, cleaning, transport, security) Provide significant number of assets (heavy equipment, trucks, etc.) Member of the NEOC Logistics Cell during emergency operations
Police Provide a representative to the NDC, and NEOC Assist with the initial emergency relief assessment process Provide back-up radio communications Law enforcement Traffic and crowd control Isolation of damaged areas Damage reconnaissance and reporting Disaster area evacuation
National Fire Authority (NFA) Fire prevention and suppression Hazardous spills containment and clean-up Inspect evacuation centres
Public Works Provide a leader for the mitigation and planning sub working groups Lead the disaster assessment process and compile a full assessment report for NDC Provide a representative for the NDC and CCG Tend to damages to ensure infrastructure is maintained as best possible during an emergency Carry out assessment of damage Inspection of damaged area for the hazard
FCOSS (Association of NGOs) Provide a representative to each of the national working group sub groups Support the initial emergency relief process Support disaster management training Provide a representative to the NDC
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Utilities Authorities - Telecoms, FEA, Provide a representative to the NDC and national working groups City Councils, Etc. Tend to ensure services are maintained as best possible during an emergency Carry out assessment of damage
Ministry of Health Provide a representative to the NDC, and national working group Conduct sentinel monitoring of potential health problems following a major incident Coordinate planning efforts of hospital and other health facilities with state requirements Coordinate patient loads of health facilities during emergencies Coordinate triage and first aid activities immediately after disaster strikes Develop emergency health and sanitation standards and procedures
Divisional Disaster Commissioner Support the identification and design of disaster management programmes Disseminate warning messages within areas of responsibility an ensure community members understand their meaning together with action to take Initiate emergency relief assessment within their areas of responsibility Serve as the disaster management focal point for their respective division Other activities in support of disaster management and emergency response that may be requested by the NDC or NDMO
Ministry of Education Provide a representative to the NDC and national working group Identify schools for use as emergency shelter
Civil Aviation Provide a representative to the NDC, CCG and national working group Establish procedures for the clearance of personnel during relief operations
Customs and Quarantine Develop and enforce procedures associated with the clearance of disaster relief supplies Provide a representative to the NDC
Ministry of Finance Provide a representative to the NDC and CCG Manage the financial aspects of relief operations including the recording of donor contributions Prepare a financial record of expenditure following major operations
St John’s Ambulance Provide a representative to the NDC, CCG, and national working group Support the initial emergency relief assistance Provide support to disaster management training activities
Foreign Affairs Provide a representative to the NDC and national working group Participate and support disaster mitigation project activities Contact point for donor countries/agencies
Red Cross Movement Fiji Red Cross Active during Emergency Operations Provide a representative to the NDC, CCG, and national working group Support the initial emergency relief assistance and assessment process Provide support to disaster management training activities Training of volunteers in First Aid Prepositioned emergency relief items at all local branches Permanent presence in many provinces / districts Included in the NDM plan
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International Federation of Red Cross Upon request, involvement of Australian and NZ Red Cross
NGOs PCIDRR Experienced officer for DM Active in facilitating community involvement in District Development Planning.
FCOSS NGOs coordination agency
Rotary’s Active during Emergency Operations Strong Network ADRA Save the Children Salvation Army History of involvement in relief efforts Donors AusAID Main support to both financial and operational sectors Strong knowledge of the local realities Direct link with ADF FRANZ Provision of International Military Assets (Sea & Air) for Relief Items Transportation, Aerial Assessments UN Agencies OCHA Coordination of Humanitarian activities during emergencies Coordination with NDMO Coordination of the Pacific Humanitarian Team. UNICEF Coordination of Health, Education and WaSH Clusters Coordination with UNFPA and WHO for medical aspects Has permanent DM coordinator Has Contingency Stock UNFPA Coordination with UNFPA and WHO for medical aspects WHO On national level WHO is involved in disease outbreak monitoring and response. Involved in Health aspects of Emergencies, coordination with MoH Able contributing to medical supplies. Vaccines supply
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C. Logistics Actors
More and more, Fiji tends to become a regional hub for the major economical actors, coordination agencies, UN agencies, as well as for logistic operations.
- Fiji has one of the most developed economy in the region - Fiji’s geographical location is in the centre of the South Pacific Region - Fiji benefits from the presence of several regional coordination agencies’ HQ: o SPC o SOPAC o PIF Secretariat o UN Regional coordination & UNOCHA o Regional donors: ADB, AusAID, JICA, etc. o Regional coordination agencies: Customs, Air Transport, Regional Power agencies, etc. o Etc. - Fiji benefits from the presence of regional offices of major transport companies - Fiji also maintain and train significant military forces, trained to international operations
However, this abundance also causes problems. All the agencies want to develop their own projects, leading to strong coordination problems. It seems that nobody now has a comprehensive overview of all the ongoing projects, assessments, trainings, workshops, etc.
Here under is a list of the major actors, involved in Logistics operations during emergency responses to natural disasters.
a. Logistics Coordination
There are several logistics units in Fiji’s Disaster management framework.
- One staff in NDMO is in charge of Logistics aspects (warehouses) - A Logistics cell is activated during emergency responses and is part of the NEOC. - Logistics and Operations cells are also activated at divisional and district level during emergency operations - Often, the National Disaster Controller will ask RFMF to second Logistics Officers from RFMF’s Engineers or Logistics units to NEOC and DivEOC to reinforce the logistics operations
Nevertheless, up until now, none of those logistics actors were involved in any preparedness activities.
As this was considered as one of the major weaknesses in Fiji’s DM framework, a permanent Logistics Coordination Group has been established in 2012.
b. The Logistics Coordination Group (LCG)
The LCG is a newly established1 coordination working group, in charge of the coordination and supervision of logistics activities linked to Emergency Preparedness and Disaster Management in Fiji.
This LCG is chaired by the Permanent Secretary of Provincial Development Ministry, who is also the National Disaster Controller during Emergency Operations.
The LCG is composed of:
1 Inception in April 2012
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- Fiji’s logistics related governmental agencies: o Fiji Ports Corporation o ATS o FEA o TFL o LTA o MSAF o FIRCA o Etc. - Fiji’s Emergency Agencies o RFMF o Fiji Police o Prisons Departments o NFA o Etc. - NGOs o PCIDRR o FCOSS o Adra o The Rotary o Etc. - The Red Cross Movement - United Nations Agencies o UNOCHA o UNICEF o WHO o UNFPA o Etc - Private sector companies o DHL o FMF o Transport Companies o Freight Forwarders
In order to maintain the efficiency of the coordination and of the preparedness activities, an Executive Cell was appointed to manage and coordinate the activities of the LCG. Members of this Executive Cell are:
- One representative from the NDMO – The head of the Planning and Emergency Operations Unit - One representative from the NGOs - the coordinator of PCIDRR, emergency specialist in Fiji - One representative from the Red Cross – the Logistics Coordinator of FRCS - One representative from the Private Sector – the DG of DHL - One representative from the military – The head of the Logistics Cell in the RFMF - One representative from the UN – from OCHA
Among its areas of competencies, let’s mention:
Logistics Preparedness plan o Logistics SoPs, including: . Global Logistics Concept of Operations for PNG, . Standardized documents . Procurement policy . 3Ws . CivMil coordination 9 | P a g e
. Roles & Responsibilities of actors involved in Logistics o Update of the LCA o Design of operational contingency plans at divisional level o Capacity building and training plan for the key logistics actors o Facilitations measures aiming at improving the logistics preparedness, emergency customs clearance, stand-by agreements o Logistics Gaps assessment and measures to address those gaps.
Database outlining locations in which NGOs, Red Cross and other International partners have pre- positioned relief supplies.
Implement any other logistics and emergency preparedness activity identified by the LCG participants, approved and included in the work plan.
c. Fijian Actors
At National level
NDMO The National Disaster Management Office (NDMO) was established as the coordinating centre of the Fiji Government in times of national disasters. The NDMO operates under the National Disaster Management Act and coordinates the national management of disaster activities through the Ministry of Provincial Development organisation structures at the National level, the Divisional level, the District or Provincial level and to the local and community levels. The NDMO manages disaster activities at these levels through Disaster Preparedness programs, Disaster Mitigation programs, Disaster Response programs in times of natural disasters and Disaster Rehabilitation programs to restore normalcy after the adverse effect of a disaster hazard.
The NDMO is structured into three Units according to the core functions and responsibilities of the organisation.
Policy, Research & Risk Management Unit
Training, Education & Awareness Unit
Emergency Planning & Coordination (EPC) Unit
The EPC Unit is the implementation arm of the NDMO in terms of coordinating the national response to disasters.
Planning - emergency planning at the national level, strategies and work plans. Coordination - of organisations in accordance with the threat or impact of a hazard Operations - the management of emergency operations. Management of the National Emergency Centre (NEOC) - staffing, planning, organising, leading and controlling the efforts of the NEOC and all other response resources
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RFMF The Republic of Fiji Military Force (RFMF) could be activated to respond to emergencies and play significant roles in response activities, as noticed recently in all the last disaster events.
The military involvement in emergency response includes – in theory - the deployment of assets, including transport assets; marine vessels and manpower. The Military Force operates under the National Controller leadership and has considerable experience in logistics management and distribution. It also coordinates with FRANZ operations.
The main military units involved in relief operations are the Engineers and Logistics units. The military focal points seconded to NEOC and DivEOCs are coming from those 2 units.
Police During Emergency Operations, the Fiji Police has also an important role to play.
It mainly consist in:
Provide a focal person to the NDC, and NEOC, to coordinate between the Disaster coordination and the Fiji Police departments Assist with the initial emergency relief assessment process Provide back-up radio communications Law enforcement Traffic and crowd control Isolation of damaged areas Damage reconnaissance and reporting Disaster area evacuation
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On Logistics related aspects, Police also provide transport capacities and a significant number of people to assist in various relief operations.
National Fire Authority The Fire Authority has, in relation to natural hazard events, a responsibility for Urban Search and Rescue.
Most of NFA's overall activity involves responding to incidents and suppressing fires NFA respond to a variety of fire emergency incidents including: - Structure fires - Vehicle Related fires - Other emergency activities including flood evacuation assistance - Specialist Response Activities
Specialist Response Activities include:
- Confirmed Space Rescue - Trench Rescue - Swift Water Rescue - High Angle Rescue - Road Accident Rescue - Industrial Rescue - Urban Search and Rescue (USAR) - Aviation Response - Marine Response (Only when ship is at Dock) - Hazardous Materials Response - Chemical, Biological, Radiological (CBR) Response
At Divisional level
Division/District Emergency and Disaster Management Committee
The committees are chaired by the divisional commissioners / head of districts at their respective levels. Committees members are drawn from divisional HOD’s, district HOD’s, NGO’s and statutory bodies. The Chairman and the committees develop and manage divisions / district plans and programmes as described by the National Plan or determined to be necessary by the Committees.
The division/district organizations and operations will be similar to the organization and operations at the national level.
Permanent programmes will include: Public Education and Awareness Relief and response Prevention and mitigation Preparedness and training Emergency operation
Village/settlement Emergency and Disaster Committees
The role of the committee is similar to divisional and district, however, it is more simplified because of the participation at the grassroots level.
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DIVISIONAL DISASTER MANAGEMENT ORGANISATION - Membership and Roles
Divisional Commissioner
Ex-officio Chairman of Divisional Disaster Management Committee (DivDMC). Have overall authority to manage and direct emergency operations. He has power similar to those of the National Controller as far as the management and control of emergency operations in his division are concerned. Responsible for all operational activities in the division Inform NEOC on a regular basis, the progress of operational activities and on damage and relief needs assessments carried out under his responsibility, in line with the provisions of the National Disaster Management Plan. At the end of the operations, he will have to submit a full report on damages in the division, the emergency operation and outstanding relief needs to the National Controller. Convene the Divisional Disaster Management Committee on a regular basis during the emergency operation. Coordinate with District Officers and provide them with operational and specialist support when required
Divisional Disaster Management Committee (Div DMC)
The Divisional Management Committee is subordinate to the Divisional Commissioner. It comprises of all Divisional Agencies and Non-Government Organisation’s represented in the division.
During emergency operations: Provide support to the Commissioner’s office. Equally accountable to the Commissioners during the period of emergency operations Agencies must provide regular reports on their own areas of operation to the Commissioner and fully coordinate their activities through the DivEOC and DivDMC. All agencies should produce detail plans for their specific responsibility and adopted into the Divisional Disaster Plan.
District Disaster Management Committee (DDMC)
The Committee is subordinate to the District Officer and comprises of all Agencies as well as recognized NGO’s including representatives from District Advisory and Provincial Council. Its role is to direct and coordinate the emergency operation at the District Level.
To provide support and make available required personal and material resources, as well as to carry out task required by District Officer and the DivEOC during an emergency. To ensure smooth coordination and cooperation between District Officer and the Heads of all Agencies All agencies should produce detail plans for their specific responsibility and adopted into the District Disaster Plan District Officer and DDMC must collaborate and contribute to the on-going disaster management policies directed by NDMC or initiated by NDMO
NON-GOVERNMENT ORGANISATION (NGOS)
The NGOs are recognized, must have a proven capability and they must function as part of their respective Disaster Management council. Coordinate all their activities with their respective Disaster Controller
THE DIVISIONAL DISASTER CONTROLLER (DivDC)
Initiate an emergency operation in one or more district or in the whole division Assumes responsibility for coordination and control of the emergency operation at divisional level Chairs the Divisional Disaster management Council Directs other departments to make government resources at division and district level available for the operation Request relief supplies, equipment, personnel and other support for emergency operations directly from the National Disaster Controller Informs the National Disaster Controller of the progress of the emergency operation
THE DIVISIONAL EOC CO-ORDINATOR (DIVISIONAL PLANNING OFFICER)
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Assists the Commissioner in coordinating the emergency operation Coordinates and manages the Divisional Emergency Operations centre, including arrangements for staffing and equipment Serves as secretary of the Divisional Disaster Management Council
DIVISIONAL EMERGENCY OPERATIONS CENTRE (DIVEOC)
Responsible for monitoring disaster situation in the division and relaying situation reports to the NEOC at regular intervals as directed by the National DISMAC Authorised to obtain reports regularly from all districts EOC’s within the division Record the contents of all inward and outward communication,, and compile and transmit situation reports for the NEOC Coordinate the emergency operation and gather, collate, assess and circulate information Specialist and support staff will be required from a variety of sectors and agencies depending on the nature of the disaster or emergency
AGENCIES (DIVISIONS & Districts)
Activate their department disaster plans Carry out emergency activities to protect life and property Restore essential services and provide immediate relief in line with the specific responsibilities of the Agency and its disaster plan and in coordination with the Divisional Commissioner Carry out additional emergency activities and make available staff and equipment upon requests of the Divisional Commissioner or District Officer
DISTRICT OFFICER (DO)
Assumes responsibility for Coordination and control of the emergency operations at District level Chairs the District Disaster Management Council Carries out a survey to establish a preliminary assessment of damage, casualties and relief needs Informs the Divisional Commissioner on damage, casualties, relief needs and required external assistance to cope with the emergency Coordinates and manages the District Emergency Operations Centre
DISTRICT EMERGENCY OPERATIONS CENTRE (DEOC)
Activated by the District Officer at the start of an Emergency operation Serves as the focal point at District level for all disaster related information during the emergency operation Gathers, collates, assess and circulates information related to emergency operation Forward urgent information to relevant agencies for actions Prepares daily briefings to the DO, DivEOC, NEOC and other relevant agencies Prepare damage and relief needs assessment reports.
CBOs & FBOs In terms of membership, reach and services offered, faith based organisations (FBOs) and other community based organisations (CBOs) play a critical role in servicing the development needs of Fiji’s rural population. They are equally important role-players in the field of DM where they provide invaluable support in disaster relief efforts at local level. Together with the Rotary’s and the local branches of the Red Cross, these FBOs and CBOs are often the only organisations that are able to reach isolated and remote communities.
Discussions with a number of these organisations suggest that, like the NGO community, they are interested and willing to become involved. The DM agenda in Fiji can be hugely advanced if the NGO community commits itself to mobilizing the potential of the extensive voluntary social development networks in the country.
d. International Coordination bodies
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The Pacific Humanitarian Team (PHT)
The Pacific Humanitarian Team (PHT) was established in 2008. Humanitarian organisations in the region then agreed to establish a regional coordination mechanism to facilitate wide collaboration in emergency preparedness and response in the Pacific.
The PHT is a coordination mechanism open to all humanitarian organisations that undertake humanitarian action2 in the region and that commit to participate in coordination arrangements. The Pacific Humanitarian Team consists of UN agencies, the Red Cross movement, regional and bilateral organisations, national and international non-governmental organization, faith-based and community based organisations, and donor partners.
The PHT ensures the coordination of international assistance in respect to disaster preparedness, response and early recovery. The PHT’s role is to support, not replace, government coordination efforts during a disaster response and aims to ensure the humanitarian community more structured, representative, accountable and professional to better partner host governments, local authorities and civil society.
In the Pacific, PHT members have agreed to activate an open-ended regional cluster system that can respond to emergencies in Pacific Island Countries, and strengthen preparedness on an on-going basis. This is a unique set-up.
Structure of the PHT
The PHT is grouped into 3 key bodies – each empowered with distinct decision-making authority and attendant responsibilities. The PHT Heads of Organisations Group (PHT HoO) is responsible for setting the overall strategic direction of the PHT, and for oversight of humanitarian response in the region. The PHT Inter-cluster Coordination Group (PHT ICC) is responsible for sound coordination, information and communication on emergency preparedness, humanitarian and early recovery responses in the Pacific among all clusters activated in the region. The PHT Clusters- which are groups of humanitarian actors mobilised to respond in a strategic manner across all key areas of activity, with each cluster having a clearly designated lead agency.
The interaction of these 3 bodies within the PHT is illustrated in the diagram below:
2 Humanitarian action includes relief, early recovery and protection activities in the response preparedness and response phases in either disasters or complex emergencies.
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Purpose Outside of an emergency response phase, the clusters aim to ensure increased preparedness of the humanitarian team and national authorities in the region.
During a disaster or complex emergency where the cluster approach has been activated for the affected country(ies), relevant clusters will be rolled out in the affected country(ies), as determined by the PHT Heads of Organisations group.
Lead Agencies
Pacific Regional Clusters Lead Agency Health and Nutrition WHO and UNICEF Water, Sanitation and Hygiene UNICEF Food Security FAO Education UNICEF and Save the Children Protection OHCHR and UNHCR Emergency Shelter IFRC Logistics WFP Early Recovery UNDP
Composition The clusters are composed of organisations that undertake humanitarian action relevant to the particular sector or area of activity in the region and that commit to participate in coordination arrangements. These include UN agencies, the International Organization for Migration, non-governmental organisations, regional and bilateral organisations, and the Red Cross movement.
During an emergency, clusters will ensure their host government counterparts are included in cluster activities, as well as other relevant local partners.
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FRANZ Agreement
The FRANZ Statement was signed by representatives of the Governments of France, Australia and New-Zealand on 22 December 1992. It commits its signatories to "exchange information to ensure the best use of their assets and other resources for relief operations after cyclones and other natural disasters in the region".
FRANZ has in practice been an effective mechanism against the broad range of disasters experienced in the region. The FRANZ Statement applies to South Pacific as broadly defined. It is taken on to include: Australia, Cook Islands, Fiji, French Polynesia, Kiribati, Nauru, New Caledonia, New Zealand, Niue, Papua New Guinea, Samoa, Solomon Islands, Tonga, Tokelau, Tuvalu, Vanuatu, Wallis and Futuna, and others as agreed on a case by case basis.
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D. Overview of Logistics Infrastructure, Services & Stocks
a. Logistics Infrastructures of Fiji
The Fiji Islands has a well-developed infrastructure with sealed roads linking the main cities and towns on Viti Levu, including Suva, Nadi and Lautoka. The international airport, located in Nadi, is linked by the 184km Suva-Nadi highway. Air and sea are the key mode of transport, while regular busses, trucks, taxis and hired cars are servicing companies and populations in the cities and towns.
Over the past 10 years, Fiji is engaged in a corporatization and commercialization process of key infrastructure service sectors, including ports, telecommunications, and electricity.
International ports operations have greatly improved since corporatization was completed in the late 1990s. Fiji is opening markets especially in the critical sectors of aviation and communications. The same cannot be said for other critical sectors, including roads maintenance, water supply and sewerage, government buildings maintenance, and government shipping services.
The Fiji Islands are serviced regularly by major airlines including Qantas, Air New Zealand, Canadian Pacific, Korean Airlines, Solomon Airlines, Air Caledonia International, Air Marshall Islands, Our Airline, Air Niugini and Air Vanuatu. There are scheduled internal air service and regular daily flights between Nadi International Airport and Suva.
Air Pacific, the Fiji Islands’ national airline, has progressively grown as an international airline. Airfreight services, air cargo and air courier, are available on all aircraft operating out of Nadi airport.
Suva and Lautoka on the Main Island, and Savusavu and Levuka on other islands are the four ports of entry. All customs, immigration and quarantine facilities are provided. Other ports and deep-water anchorages are at Malau and Vuda Point. The Suva port provides pilotage, safe anchorage, deep berths (capable of handling vessels of over 40,000 tonnes), stevedoring, general cargo handling, cargo/container storage including freezer and cooler, loose cargo warehousing, fumigation, incineration and weighbridge facilities.
Lautoka is the second-largest port of entry and is located in the north of the main island and handles the bulk of the Fiji Islands’ sugar and timber exports. This port is the base for local cruise vessels servicing offshore holiday resorts. Other port facilities include a number of privately owned terminals for the handling of petroleum, gas, bulk sugar, molasses and wood chips. There is also a fishing port that services the requirements of local fishermen.
There are numerous shipping companies servicing Fiji Islands’ ports on a frequent basis from one to three times a month.
Direct sea-freight connections are available to most of the Pacific Islands ports, New Zealand, Australia, Japan and the west coast of the United States.
The Fiji Islands is the hub of the Pacific Islands’ telecommunications network and the focal point of regional business activity. Telecom Fiji provides telephone, telex, radio telephone, facsimile, voice mail, paging, Internet, data services, ISDN and videoconferencing services. Fiji International Telecommunications Limited (FINTEL) is the international telecommunications carrier offering international voice, data, internet and video services.
The country is well serviced by commercial banks, specialist finance providers, accountants, lawyers and other service companies.
The government has developed a number of industrial areas at various locations on the two main islands for companies to lease or build factories, such as the Kalabo Tax Free Zone managed by the Fiji Trade and Investment Board. There are also warehouses and factory buildings available for lease from private owners in the main urban areas of the country.
Seventy percent of the population has access to clean piped water with 32 major regional water supply schemes. Electricity is accessible to all areas declared boundaries of cities, towns and townships. This accounts for more than 70% of the population. Electricity is available to all main centers at 240 volts, 50 cycles A.C. 18 | P a g e
Ports
Introduction
Fiji's Government through its respective departments and statutory organisations Government Shipping Services (GSS), Fiji Maritime Safety Administration (FIMSA), Fiji Ports Corporation Limited (FPCL), Fiji Shipping Corporation Limited (FSCL) and other operators consult regularly to ensure a safe, reliable, efficient, cost effective and environmentally friendly maritime transport system is in place to cater for our maritime communities.
Fiji being the “hub of the Pacific” is also a strategic transshipment hub for cargoes traded between the Pacific Island States (PIC’s). In international shipping services, a bulk of general cargo imports and exports are carried in containers along the major shipping routes connecting Pacific Island Countries such as Asia and around the world routes; North American routes; European routes and Australia/ New Zealand routes. Since the market is contestable, it is likely that any abuse of monopoly power would be transient. Freight rates are relatively high in comparison to world standards but economies of scale within PIC’s are generally low.
Fiji in its part as a responsible Pacific Island State has been actively involved in the review of the Pacific Forum Line and its services to the South Pacific region. Fiji is currently involved in preparations for the Rotuma Port of Entry Project to facilitate trade within Tuvalu and later on with Kiribati and other Small Island States in the Central Pacific.
In contrast to international shipping services, domestic shipping operations are in a parlous state. Coastal and inter island shipping services are generally operated by Government or by very small, independent shipping companies. The provision for adequate, efficient and reliable domestic shipping services is one of most difficult, perplexing challenges. In many cases, services of the quality expected by residents of remote islands are not commercially viable. Nevertheless, delivery of these services is a political, social and arguably an economic imperative.
As a result of continuous consultation within the transport sector and the outcomes of the Government initiated National Transport Consultative Forum, the shipping freight rates and the domestic shipping franchise scheme have been under review lately. This is with the intention to improve shipping services on both economical and uneconomical routes. Government also constructs and maintains new and existing jetties to take heed of the demand from those living in the outer islands.
Expansion of international cargo shipping services is largely determined by the export-import market and the current trend will be economically viable once it is reversed.
Ports of Entry
There are four ports of entry into Fiji, namely: Suva, Lautoka, Levuka, Wairiki and Malau. Other ports and deep-water anchorages that are frequently used are at Savusavu and Vuda Point. All customs, immigration, and quarantine facilities are provided.
Suva
The Fiji Ports Corporation Limited (FPCL) has completed its major development project in 2006 for both Suva and Lautoka which includes the extension and rehabilitation of the current infrastructure to enhance efficiency in terms of operational productivity.
The Port is a natural harbor and has improved shore facilities, modern plant and equipment and efficient port services coupled with fast shipping turnaround and cargo flow. Suva port has no length or draft limitation for conventional vessels entering port. The largest vessel regularly entering is 42,000 tones. The new look Suva port provides a wide range of services which include: pilotage, safe anchorage and deep berths, stevedoring and general cargo handling, cargo and container storage including freezer and cooler for both containers and loose cargo warehousing, fumigation and incineration and weighbridge facilities. The Port of Suva has the following berthing facilities for both overseas and local vessels: 19 | P a g e
Wharf Length (Meters) Depth Alongside (Meters) Overseas
Kings 492 11.6 Walu Bay 184 9.0 Princes 156 5.0 LOCAL
Muaiwalu I 73 4.5 Muaiwalu II 46 4.0
Lautoka
Lautoka is the second largest port of entry in the country and handles the bulk of Fiji’s sugar and woodchips exports. The majority of the containerized exports originating from Lautoka is the water containers destined for both West Coast North America (WCNA) and East Coast North America (ECNA). The port services the shipping needs of Western Viti Levu and is normally the base for local cruise vessels that ferry passengers to and from the many holiday resorts on offshore islands.
In addition to the FPCL owned wharf, other port facilities include a number of privately owned terminals for the handling of petroleum, gas, bulk sugar, molasses, and wood chips. There is also a Fishing Port that services the requirements of local fishermen.
Lautoka has berthing facilities as follows: Wharf Lenth (Metres) Depth Alongside (Metres) OVERSEAS
Queens Wharf, West Quay 400 11.0 North Quay 78 7.0 Sugar and Woodchips Terminal 176 11.0 LOCAL
Queens Wharf, South Way 78 3.6 Queens Wharf, South Way 78 3.0 Kings Wharf 93 1.5
Ports Sector Structure
Over the past ten years, the ports sector in Fiji has undergone institutional reform.
The Fiji Ports Corporation Limited (FPCL), a government-owned corporation operating semi-autonomously under the Ministry of Transport and Tourism, is responsible for administration of the “major” ports— declared as Suva, Lautoka, Labasa/Malau, and Levuka. Other ports remain under the Ministry’s control, with FIMSA continuing to provide navigational and safety overview.
Operations and maintenance at the ports owned by FPCL are handled by Ports Terminals Limited (PTL). PTL also carries out stevedoring at all major ports. Previously a 100% government-owned operation, PTL is now a 100% subsidiary of FPCL and is managed and operated by FPCL.
Other marine services comprising towage, launches, and lines work are tendered on a 3-year basis, and pilotage is offered by both FPCL and a private operator.
FPCL’s and PTL’s operations are fully integrated and computerized and achieve international best-practice standards of throughput (20 containers / hour).
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The FPCL manages four ports: Suva, Lautoka, Labasa, and Levuka. All are profitable except for Levuka which is cross- subsidized by the others.
Minor ports in the small outer islands of Fiji are operated by the (non-corporatized) Department of Public Works. These operate at a substantial loss
Ports Sector Organization
The ports of commercial significance are on three separate islands. Suva, Lautoka, and Vuda are on the main island of Viti Levu. Suva is on the southeast of the island and Lautoka is on the west. These are the main ports involved in a broad range of international trade, with Suva handling the best part of export and import cargo. Vuda, which is near Nadi International Airport, specializes in liquid bulk cargo—particularly oil products—but also handles gas imports. Labasa and Malau, specializing in exports of sugar and forestry products, are on the north coast of Vanua Levu Island, and Savusavu—a major hub for interisland services from Suva—is on its south coast. Levuka specializes in fisheries exports and is on the island of Ovalau, immediately to the east of Viti Levu. The minor ports provide only basic services for coastal traffic and are often weather and tide constrained.
Container throughput in the major ports increased significantly during the 2000–2004 period. Exports of full container load (FCL) containers rose to 46%. Imports of FCL containers grew by 21%. Twenty-foot containers accounted for 91% of exports and 87% of imports. The balance, in both cases, was 40-foot containers.
Port charges in Suva are high compared with charges in a representative sample of Pacific ports. FPCL sets the tariffs for all the major ports. Its subsidiary, PTL, negotiates and sets stevedoring rates with port users. Port Authority dues must be paid by any vessel entering a Fiji Islands port. Overseas vessels pay $0.27 for each 100 gross registered tons (GRTs) or part thereof of the vessel for each entry into port. An environment charge of $2.40 per 100 GRTs (or part thereof) is also charged all international vessels. Domestic ships pay $2.40 per GRT per year. Anchorage charges are levied at the rate of $2.70 per 100 GRTs or part thereof for each period of 30 days a vessel remains in port. Dockage dues are paid by overseas vessels berthing at a wharf owned by FPCL at the rate of $1.08 per 100 GRT per hour. Wharfage charge is paid by the vessel owner (65%) and the shipper or consignee (35%) based on the tonnage of goods loaded or discharged.
Charges range from $6 for an empty container to $30/TEU for a full container. Towage charges range from $180 to $900, depending on the vessel’s GRT. All vessels entering or leaving an FCPL port must use a pilot. The ports offer pilotage services, but a private company offers competing services at Suva.
FPCL plans to build a major new container and multipurpose port facility at Rokobili—within Suva Bay but outside the present port limits— once operational space at Kings Wharf becomes restrictive, estimated to be within 10–12 years.
Ports Sector Services
Cargo Handling and Stevedoring Services
The Ports Authority provides handling and stevedoring services at the ports of Suva and Lautoka. Shipping agents are required to submit shipping information i.e. vessels, Expected Time of Arrival (ETA), Draft, Gross Registered Tonnage of a vessel (GRT), cargo for loading or discharge and number of labour gangs required. Other statutory documents needed are the International Maritime Organization (IMO) number as well as the International Ship and Port Facility Security Code (ISPS) certificate.
Containerization Fiji has kept pace with the development of container traffic. Container ships generally calling into Fiji are self-sustaining types and provide the necessary heavy equipment for discharge of the containers. The upgraded container yard in the Port of Suva has facilitated container storage and greatly improved manpower efficiency.
Storage The storage facilities at Ports of Suva and Lautoka cater for transit, warehouse and cold storage goods as well as general storage. The Port of Suva currently has 6 storage sheds providing 6,100 square metres of storage area, whereas Lautoka
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Wharf has 2 sheds providing 4,020 square metres of storage area. However provisions are also made for open yard storage depending on the nature of the cargoes. There are facilities for transhipment cargo, at Suva and Lautoka, Inland Freight stations are operated to supplement the port storage space and facilitate the removal of un-cleared cargo from the wharves.
Equipment A fleet of cargo handling equipment comprising heavy duty forklift trucks, tractors, mobile cranes, trailers etc, is owned and operated by FPCL for cargo handling in the ports.
Cargo Types All types of cargo can be handled at the port:
General Cargo - Merchandise, electrical equipment, steel, cement, fertilizers, logs, sawn timber, containers, heavy lifts, refrigerated goods. Dry Bulk Cargo - Rice, wheat, maize, sorghum, coal, gypsum, clinker, fertilizer, Liquid bulk - Petroleum products, chemical products, vegetable oils, coconut oils, liquid gas, tallow, bitumen
Transshipment FPCL offers Suva and Lautoka as transshipment ports for cargo for the Pacific Region. The container and shed storage facilities can cater for a much larger volume of transshipment cargo. There is a 3 week free storage concession for transshipment cargo. As a further inducement, there is an offer of a total package rate to cover port and handling cargo.
Maritime Administration
The Fiji Islands Maritime Safety Administration (FIMSA) regulates the shipping industry, covering surveys, inspections, classification and certification of vessels, port state control, monitoring of shipping within national waters, and regulation of interisland shipping. In March 2006, FIMSA was reorganized as a result of reform of Fiji Islands’ ports and to ensure port compliance with the requirements of the International Ship and Port Facility Security (ISPS) Code. FIMSA, consequently, took over the regulatory activities of the Maritime and Ports Authority of Fiji Islands.
The Government Shipping Services (GSS) has, as its mandate, to act as in-house carrier for the government. Utilizing vessels from 28 to 237 tons in size, most between 20 and 30 years old, GSS carries government consignments (e.g., building materials and heavy equipment for public works), as well as government personnel. GSS does not charge for services to government departments. Instead, its operational costs are included in its operational budget. According to GSS, it does not compete with commercial shipping operators.
The Fiji Shipping Corporation Limited (FSCL) was set up in April 2004 to act as a “virtual” shipping line, responsible for administering the shipping franchises for the non-commercial routes to the outer islands of the country.
Shipping Services Sector Structure
Domestic shipping services in Fiji are conducted by GSS and a number of private shipping companies. GSS has about 50% of the domestic shipping market, which it serves with 14 vessels (a mix of roll-on/roll-off, cargo, passenger, and landing craft vessels).
Traditionally, non-profitable routes have been served by the GSS at low rates, or at subsidized rates by the private companies. Recently, a route licensing scheme has been introduced which assigns certain shippers to certain routes, with subsidies paid to the licensed shippers on non-economic routes. These constitute the currently defined community service obligations of the sector.
The domestic shipping sector is not price regulated, but price controlled. Government shipping rates are approximately 50% of the private sector shipping company rates, the latter approved by the Price and Incomes Board. Some uneconomical routes served by private shipping companies are subsidized. 22 | P a g e
The GSS is responsible for maintaining the maritime Navaids system in Fiji.
International Shipping Services
Fiji Islands is well served by international shipping lines. Direct services operate to Australia/New Zealand, the United States, Southeast and North Asia, and Europe. Lines calling in Fiji Islands include major operators, such as Swire Shipping, Tasman Orient, Pacific Direct Line, Chief Container Line, Hamburg Sud, Greater Bali Hai, and Neptune Shipping. The latter, associated with Maersk, provides services within the region, to Asia and, by transshipment, to the United States and Europe. Pacific Forum Lines also offers a range of destinations within its sphere of operation.
Export and import shipping services cater for general cargo—carried mostly in containers—as well as bulk cargo. Liner container services generally call at Suva, and some at Lautoka, while break bulk is handled at both Suva and Lautoka, mainly as imports. Liquid bulk cargoes are also handled at Suva and Lautoka, but the major volume is handled at the Vuda terminal near Nadi. Import bulk cargoes are mainly petroleum products, cement, and fertilizer. Export bulk and break bulk cargo is handled at Labasa/Malau and at Levuka. This mainly comprises high-volume dedicated cargo, including sugar and forestry products (wood chips) and, in the case of Levuka, seafood landed and processed at the port for export in dedicated refrigerated vessels.
International Freight Rates
Competition on the Australia–North America trade has driven down rates to levels that are much lower than rates to and from nearby Pacific island countries (PICs), such as Tonga and Samoa. For dry containers, commercial rates per TEU from the Fiji Islands to Australia are about $900, $1,200–$1,500 to other PICs, $1,800–$2,000 to Japan and the United States, and $2,200–$2,500 to Asia and Europe. A shipper moving a sizeable quantity of containers is likely to receive a discount from these rates.
Domestic Shipping Services
Domestic shipping comprises passenger and freight vessels ranging from pure passenger ferries, to combined passenger and roll on-roll off (ro-ro) vessels, to small steel and even wooden vessels serving outer islands and smaller ports. The standard of these vessels is much lower than those in the international trades.
For scheduled services, vessels on well-frequented routes are mainly of ro-ro configuration with sizeable passenger accommodation. On routes with major tourism support, fast aluminum catamarans are employed, but costs preclude their widespread use. On outer island routes— where the main freight task is transporting island residents and small volumes of cargo, construction materials, and consumables—vessels vary in configuration. They are usually small, displacement hull ships of steel construction, some converted from deep sea fishing vessels but some purpose built.
Domestic shipping services on some routes are operated on a purely commercial basis, and routes between the islands of Viti Levu (Main Island) and Vanua Levu are subject to fierce competition. Several operators specialize in transport to and from resort islands. Commercial coastal and interisland shipping services are provided by a number of private sector operators.
However, many interisland routes are not commercially viable and, in the past, services have been provided by the government. Services to outer islands with significant resident populations are an essential part of the transport infrastructure in the Fiji Islands. Often, these islands have no air services, or air service is infrequent. Regular and reliable transport of both passengers and cargo is essential to the well-being of remote communities.
Wishing to withdraw from direct involvement, the Government of the Fiji Islands developed a “franchise” shipping system, where services are provided by private sector operators under competitive tender. The government contributes subsidies to offset the losses operators would incur as a result of providing service at non-commercial, set frequencies to outer islands. Franchise shipping services to the outer islands, thus, provide essential links for domestic freight and passengers. They also transport small export cargos and a small but significant and growing tourist trade, particularly to the western island groups of the Mamanucas and Yasawas.
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The present franchise shipping services system is managed by FSCL, established in 2004. Its aim is to transfer the delivery of shipping services to the private sector while retaining a degree of contestability in interisland services. Contestability is ensured by a competitive tendering system. Services to remote areas are subsidized by the government through the scheme. The subsidy, or franchise rate, is derived from the calculated operational cost of a vessel on any particular route. At present, FSCL subsidizes 42% of shipping companies’ operational costs.
Air Services and Airports
Introduction
Growth in this sector is mainly driven by expansion in the tourism industry, contributing significantly to the number of passengers, as well as by growth in air cargo. Major developments in the sector include, reform of AFL and CAAFI, upgrading of Nadi Terminal, upgrading of the Nadi runway, and the upgrading and development of outer island airports. Air Pacific has also made significant investment in the purchase of new aircrafts. A domestic aviation review study in 2003, found substantial social and economic justification for continuing the payment of service subsidies to certain isolated routes. Most of the population on outer islands has difficulty affording normal airfares. Government will consider extending the subsidies to other airlines to service additional routes.
Lack of competition with Air Pacific on regional routes has constrained the development of tourism in Fiji and the capacity for raising exports of goods into the region when PICTA came into force.
Air Services Sector Structure
Airports Fiji Limited (AFL) administers Fiji’s 6.5 million square km of airspace (Flight Information Region) and the operation of Nadi and Nausori International Airports and the operation of 13 other Government airports in Fiji.
Air Terminal Services Fiji Limited (ATSFL) provides ground handling services to regional and international carriers at Nadi Airport. These include Line Maintenance; Catering and Cabin Services; Passenger Services; Ramp Services and Freight Sales & Handling Services. In addition to handling scheduled carriers, ATS provides all services as required to all types of ad hoc operators ranging from charter flights and long haul freighters to military and private aircraft. They are certified to handle and are equipped to work on everything from wide-bodied passenger and freight aircraft to turbo prop and light aircraft.
The Civil Aviation Authority of Fiji (CAAFI) retained the technical regulatory functions of the aviation industry to comply with National and International standards set by the International Civil Aviation Organisation (ICAO) Standards and Recommended Practices. Its functions also include the registration of aircraft; safety of air navigation and aircraft; control of air traffic; certification of aircraft and operators; licensing of aircrew and airports.
On the other hand, the Ministry of Foreign Affairs, International Cooperation and Civil Aviation through its Department of Civil Aviation is tasked with the responsibility of ensuring the currency of the existing 28 Air Service Agreement (ASA) as well as negotiating new ASA with strategic partners. Additional to its CNS/ATM (Communication, Navigation & Surveillance/Air Traffic Management) responsibility the taking over by the AFL of operations of airports was part of Government's reform of its public enterprises to improve customer focus, lower costs to business and consumers and to improve efficiencies, in particular the return on investment.
International Airports
International airports are located at Nadi and Nausori. Nadi International Airport has the capacity to handle up to a fivefold increase in aircraft movements without any significant change to the current level of manpower and is used by most international airlines operating on transpacific air routes. Fiji enjoys regular air services to Australia, New Zealand, the United States of America, Canada, Japan, South Korea, Samoa, American Samoa, Tonga, Vanuatu, PNG, Solomon Islands, Kiribati, Tuvalu, and Nauru. There are regular daily flights between Nadi and Suva through Air Pacific’s domestic airline, the Pacific Sun.
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The 2 international airports were at varying levels equipped with modern passenger and cargo screening facilities, upgraded amenities, CCTV cameras, new trolleys etc. Airports Fiji Limited (AFL) has Master Plans for Nadi International Airport and Nausori International Airport and will continue to upgrade its domestic airports.
Main Carrier
Air Pacific continues to be the main airline operating international air services to and from Fiji, and there is also a range of other carriers serving Fiji such as Pacific Blue, Australia V, Jetstar (from 29th March 2010), The national airline Air Pacific operates scheduled flights between Nadi, New Zealand, Australia, Canada, Hong Kong and West Coast USA, as well as other regional countries of the South Pacific.
The Fiji Islands are serviced regularly by major airlines including Qantas, Air New Zealand, Canadian Pacific, Korean Airlines, Solomon Airlines, Air Caledonia International, Air Marshall Islands, Continental Micronesia, Our Airline, Air Niugini, Air Vanuatu Airlines Tonga, and Air Kiribati. There are scheduled internal air service and regular daily flights between Nadi International Airport and Suva.
Air Pacific also provides code-share arrangements with Qantas on some of the air routes. Pacific Sun, Pacific Island Air Ltd, Coral Airways, Turtle Airways and Air Wakaya provide plane charter services and Pacific Crown Aviation provides a helicopter hire service.
Air Pacific commenced flights to Hong Kong in December 2009 with the new air services agreement (ASA) signed with China in early 2009. A similar ASA has been signed with Continental Micronesia to service routes between Guam/Nadi/Honolulu soon. In mid-2009, AFL started works on upgrading Rotuma airport to bring it up to international standards. Estimated cost of this upgrading work is $17million.
Airline Operations – International
Air Pacific, Fiji’s national airline, has progressively grown as a local and international airline. Today it operates 6 aircraft types. The aircraft types are:
1 x Boeing 737 - 700 2 x Boeing 737 - 800 1 x Boeing 767 – 300 2 x Boeing 747 – 400
Besides Air Pacific, Qantas, Air New Zealand, Air Vanuatu, Korean Air, Pacific Blue, and Air Calin provide international services through Nadi Airport. Other European, Asian and Americian continental services are provided by Qantas and Air New Zealand.
Current services provided by Air Pacific (FJ) are as follows: Destination Frequency per week Apia 3 Auckland 11 Brisbane 7 Christchurch 1 Funafuti 2 Hong Kong 2 Honiara 1 Honolulu 2 Los Angeles 4 Melbourne 3 Sydney 7 Tarawa 2 25 | P a g e
Tonga 4 Vancouver 4 Vila 2 (Air Pacific Ltd - 4th March, 2010)
Airline Operations - Domestic
On the domestic front, development of local air services has progressed well to service Fiji’s outlying islands. Pacific Sun continues to be the principal domestic operator using Nadi Airport as its main base and have recently expanded operations to include flights out of Suva to Levuka, Taunovo Bay, Savusavu, Taveuni and Kadavu – this in addition to their existing operations between Suva & Nadi and Suva & Labasa. Out of Nadi services include flights to Labasa, Savusavu, Taveuni, Kadavu, Malololailai, Mana and Taunovo Bay.
They currently have a fleet of 2 ATR42-500's, 3 De Havilland Twin Otters and 3 Britten Norman Islanders and plans are underway to increase this fleet over the next 12-18 months. New comer Northern Air uses Nausori Airport as its main base operating 1 Britten Norman Islander and are currently in negotiations to purchase a second aircraft. Pacific Sun also covers the South Pacific Islands with their ATR42-500’s.
Other commercial domestic operators offering non-scheduled services include Pacific Island Air, Turtle Airways, Air Wakaya and Laucala Air. Pacific Island Air are a mainly seaplane operation based at Nadi Airport and provide charters to Island Resorts in the Mamanuca’s, Yasawa’s and Fiji’s Northern Islands. Turtle Airways, also seaplane operators, Air Wakaya and Laucala Air mainly cater to their own properties (Turtle Island Resort, Wakaya Island Resort and Laucala Island Resort) however are also available for Charter services within Fiji. Private Operators include Hibiscus Air and Island Air and these airlines are not available for hire or reward i.e. strictly private operations.
Island Hoppers is Fiji’s only provider of Helicopter service and is based at Nadi Airport. They offer charters, medical evacuations and other services to most island and mainland based resorts throughout Fiji.
Air Services
Air Freight
Air Freight services are available in two forms, namely, air cargo and air courier. These services are available on all aircraft operating out of Nadi Airport.
Air Courier
This service is primarily meant for documents and parcels that need immediate delivery within a couple of days. The pertinent feature of courier service is that it is a door-to-door service. There are no prescribed courier rates and varies from courier company to company.
Air Cargo
International air cargo, airport to airport service is available for all types of commodities. General air cargo rates are prescribed after consultation with air transport body International Air Transport Association (IATA). The minimum rates prescribed are also known as IATA rates. Reduced commodity rates are negotiable with the transporters on the basis of bulk and frequency. Moreover, certain transporters offer special consolidated rates based on a grouping system. Consolidated rates operate under the concept of bringing freight together and hence could work out to be cheaper than general rates. Consolidated rates are normally prescribed by Freight Forwarders who establish their own rates (from the prescribed IATA rates) based on the item, total weight and the frequency at which the targeted weight is achieved. General freight rate, or IATA rate, will be used for goods that cannot wait for grouping dates.
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Registered Freight Forwarders:
These are some of the many freight forwarders available:
DHL International (Fiji) Limited Email: [email protected] http://www.dhl.com
Carpenters Shipping Email: [email protected] http://www.carpship.com.fj
Williams and Goslings Limited [UPS-United Parcel Services] [email protected]
Air Pacific Limited http://www.airpacific.com
CDP Services Limited Email: [email protected]
EMS Courier Post [email protected]
Freight Services (Fiji) Ltd http://www.freightservicesfiji.com
Roads
Introduction
Transport plays a critical role in Fiji’s economy contributing around 10.2% of GDP in the last three years, (2007-2009). It also employs considerable amount of people in both formal and informal sectors with the latter most vibrant in the land transport industry. It also links key social and economic sectors of the economy including resources based industries, education and health. The sector’s contribution to GDP is expected to expand to 20% by 2014 once the impact on the economy of the support from EXIM Bank China and EXIM Bank Malaysia comes through.
In the coming years, Fiji’s government intends to pursue its transport financing with the private sector especially in the area of land transport. The government will also be engaging the private sector to go into financing rehabilitation works for existing roads.
Roads Sector Structure
The roads sector is under the Department of National Roads (DNR).
The DNR may be merged with the Land Transport Authority (LTA), responsible for vehicle and driver licensing) to create a National Roads Authority, and thus will be able to access revenues from road user fees for road maintenance2. Road access in and between urban areas is good, with a mixture of tar-sealed and gravel roads, albeit often in poor condition. Remote rural communities on the main islands often have no road access or nearly impassable access.
The road sector is unregulated. There is a ‘watchdog’ organization concerned with road safety issues, the National Roads Safety Council, but it has no regulatory functions. 27 | P a g e
Maintenance Issues
Roads maintenance in Fiji is under-funded. Contract management skills within the DNR are lacking.
An ADB-funded study estimated that an appropriate annual budget for national roads maintenance would be approximately F$50 million/year. The current annual allocation to roads maintenance is about F$26 million, much of it spent on reactive storm damage repair. Thus a backlog of roads maintenance requirements is gradually building.
Outsourcing of roads maintenance is increasing. Nevertheless, with present under-funding, roads maintenance in Fiji has not developed into a predictable, long-term market in which the private sector might take an active interest, as has been done in Samoa.
A computerized asset register and road maintenance management system exists but is not effectively utilized.
Land Transport Sector Structure
The Public Works Department (PWD) is responsible for administration of the national roads network under the Roads Act. Its role is principally road construction, maintenance, and upgrading of both public roads and roads controlled by other ministries.
Road transport is administered through the Land Transport Authority (LTA) under the Traffic Act. LTA undertakes vehicle registration, testing, and driver licensing, as well as traffic management and enforcement of regulations.
Inland Transport Overview
Fiji Islands is one of the few PICs with a land transport system of any scale.
Traffic between cities comprises trucks for freight, buses, minibuses, route taxis, and private vehicles. The most heavily trafficked route is the corridor linking the two main ports, Suva and Lautoka. Haulage of containers between the ports and transport of sugarcane are important contributors to traffic problems.
Traffic levels outside of Suva and Lautoka are at most times moderately low, but density increases dramatically near the cities of Lautoka and Suva. Traffic near the ports, general road conditions, and heavy vehicle mass limit laws are the principle problems facing inland transport of containers. A large proportion of trucks, particularly those hauling containers, are in contravention of mass limit laws.
Kings Wharf is located near the center of Suva’s central business district, and a large market and bus terminal is adjacent to the port facility.
Traffic congestion in and around the Kings Wharf is, thus, surprisingly severe for an urban center the size of Suva. Trucks carrying containers to and from Kings Wharf must pass through the center of Suva at a very slow pace.
At Lautoka Port, the major landside constraint is very slow-moving trucks carrying sugarcane to a sugar plant opposite the main wharf.
General road conditions
Increasing peak loadings are occurring from the land bridging of containers between Suva and Lautoka ports. Some ship operators find it more economical to make a single call, usually at Suva, and land bridge Lautoka cargo under bond. This entails both exports and imports, and as many as 200 containers may be involved in any one ship call. Customer preferences on delivery time and limits on free storage time in the ports drive operators to move all the containers in a short period, thus increasing the load carried by road and causing peak loadings.
The most heavily trafficked route is the Suva/Nadi/Lautoka corridor, which is predominantly two lane bitumen pavement with small four lane divided sections close to the cities. Road surfaces are generally good but showing wear from what
28 | P a g e appears to be an increasing heavy vehicle load, particularly at the two terminal nodes. Open road limits (80kph) are enforced with visible police presence near village police posts.
This road is quite tortuous in places and has many hills. Trucks and the small diesel taxis are very slow on hills and congestion occurs frequently. Near Nadi and Lautoka, wide loads of sugar cane on slow moving trucks add to congestion and road user frustration. Accident rates are high.
The road transits the ‘Coral Coast’ where an increasing number of resorts and tourist developments, and many villages, result in a somewhat undesirable mix of tourist, local residential and heavy truck traffic. Within villages, speed humps further reduce average speed and increase transit times.
Heavy vehicle mass limits
Current heavy vehicle mass limits cause problems for road transport operators. The Land Transport Act 1998 stipulates the maximum load limit for various heavy vehicles. Most trucks in Fiji carrying containers are ten-wheelers; the mass limit for these trucks under the Act is 32 tonne gross mass. This is insufficient to allow a typical ten-wheel truck to carry a container fully loaded with a dense cargo, such as water.
Historically, enforcement of truck load limits has been lax, but this is changing. With improved enforcement, shippers will face the choice of either partly loading containers—which is clearly inefficient—or using larger trucks. However, a significant amount of investment would be needed to upgrade Fiji’s stock of ten-wheeler trucks to prime-movers and semi- trailers.
Challenges
There are divergent views on whether the future will see the relative importance of Lautoka as a general cargo port decline and cargoes increasingly concentrated at Suva. If this occurs, efficient road transport of export and import cargoes between the West Coast of Viti Levu and Suva will be critically important. On the other hand, the present inefficiencies associated with congestion, combined with the lack of space for expansion, support the case for relocation of the main port facilities at Suva in the longer term.
Transport services for both passengers and freight on the main islands of Vanua Levu and Viti Levu rely heavily on roads. Although the road network is largely complete, however, much of it is built to a low standard. Travel by road takes longer, transported goods are prone to damage, and socioeconomic development suffers. Heavy vehicles on roads not designed for the growing traffic volume and axle loads also do serious harm. On the other hand, because of inadequate capacity on some national trunk roads, particularly circular roads and wharf access roads, uneconomic routes are often chosen. Rising transport costs, which hinder economic growth, make the upgrading of roads necessary.
The main issues and constraints in the road transport sector relate to lack of road maintenance, poor control of vehicle overloading, lack of emphasis on controlling vehicle emissions, increased level of traffic congestion/dwindling capacity of the roads, and slow progress in cost recovery.
Traffic congestion has mounted considerably in recent years, due to the increase in the number of vehicles, especially heavy vehicles. The long-term development options in addressing traffic include proposals for a new regional road and a new coastal road network for the Suva-Nausori Corridor.
A number of externally financed projects are expected such as upgrading of the Buca Bay Road and Nabouwalu/Dreketi road in Vanua Levu and the Sawani/Serea Road, Valley Road, and Moto road in Viti Levu. The upgrading of these roads is expected to provide market links for farmers and buyers and substantially reduce costs.
Government has also recognized the task of maintaining about 5149km of roads, 763 bridges and major culverts. Historically funding for maintenance has been an issue, receiving approximately about half the required funding creates a backlog to maintenance work. The required funding is estimated to be about $50m. In 2008, $30.14m was received and the expenditure was $29.33.
The Land Transport Authority (LTA) has put in-place two weighbridges to minimize the effect of vehicle overloading.
The ADB funded FRUP III project is expected to be completed by early 2012.
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Public Transportation
Buses in Fiji are inexpensive, offering a convenient and reliable mode in getting around Fiji. Sunbeam Transport runs express buses which travel either around Viti Levu or to parts of the island. Pacific Transport is another big express bus company offering non-air-conditioned buses between Suva to Lautoka and even further.
The local express buses are normally stationed at bus terminals and stop over in certain towns along the highway for breaks and for certain pick up’s that were not made possible in the town.
Rental cars are readily available in almost all parts of Fiji and come in all styles and conditions according to their hire costs. All the major car hire companies are based at Nadi airport and around towns. Driving in Viti Levu’s highways can be a little tricky given that the roads have more than their share of potholes, sharp curves, and occasional landslides and various animals which stray onto the highway. Cows and horses are a very real danger, especially at night. Also watch for speed bumps known as ‘road humps’. These speed humps are normally located close to villages.
There are many taxis available for hire around the city and towns. Taxi drivers are required to switch on their taxi meters when they carry passengers and you may find that some drivers will try and negotiate a fare without switching on their meters. An alternative to taxis are mini buses. These can serve as a fast means of getting from one place to another; however unlicensed mini buses are risky to travel.
Storage
Except the ones belonging to private transport companies (for short term operations) and few buildings belonging to governmental agencies (Procurement Office, PSPD, Regional Housing Department …), there are very limited warehousing capacities existing in the country.
While the transport companies use their storage capacities to the upmost, some may be keen to provide ad-hoc support in time of emergencies.
Except in the main industrial hubs (Suva, Lautoka, Labasa …), the main storage capacities found in the smaller centers of the country are using containers. The containers are easily available, either for rental or procurement.
This being said, containers storage is not adequate for maintaining the quality of the items (even if long terms containers are placed in secured environment, protected by iron corrugated roofs, etc.).
The governmental storage capacities
The GoF has several storage capacities (usually huge warehouses) in several areas (Suva, Lautoka, Nausori …)
The GoF has a history of providing services to the humanitarian and development agencies (UNFPA) for free storage.
The private sector storage capacities
Around major ports, a network of container depots and pack/unpack facilities can be seen. Around Suva and Lautoka, some important warehousing and distribution centers have sprung up, but these are often dedicated to major commodities, such as sugar and industrial products.
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However, in most cases, these centers are quite rudimentary when compared with distribution centers elsewhere in Asia and Australasia.
Some progress is taking place, however, and shipping lines and forwarders are developing more sophisticated operations around empty container depots, where congestion of port facilities is driving storage off-wharf. Opportunities can be seen where major port developments are planned, such as in the new port facilities proposed for Rokobili, Suva, which are expected to attract export processing, as well as logistics activities.
The Port of Suva handles the majority of export and import cargo and, given population distribution and economic activity, will experience the greatest future growth. It has significant constraints on storage space for container traffic and, with congestion already an issue, will face the greatest challenges as trade volumes increase. The space constraints are exacerbated by low productivity, with measures now under way to streamline ship to shore container and cargo movements. Lautoka has experienced similar problems but has greater room to expand.
The minor ports provide only basic services, are generally poorly equipped and infrastructure at most of the smaller ports is rudimentary, ship operators taking their own measures to maintain operational safety.
There are few facilities that could be considered intermodal sites. At the ports there are the usual on wharf container stacking areas and limited covered packing/unpacking facilities within the port precincts. Some private sector transport companies and shipping lines have off-wharf container depots providing some consolidation into containers. There are also some industry specific warehouse and distribution centres (e.g., Nestle products outside Suva) but little in the way of common user stores.
Emergency Operations
Storage capacities (warehouses, hangars …) at the main logistics hubs (Suva and Lautoka ports, Nadi and Nausori airports, etc.) are available for emergency operations. Nevertheless, the size and operational aspects of those capacities are only sufficient for small to medium scale scenarios.
Obviously, any large scale emergency operations will need additional storage capacities. These should be provided by MSUs available at the UN agencies.
In Suva, a 3 acres land (18° 7'44.46"S 178°26'6.01"E) is available in FMF premises, for the setting up of MSUs. This land is in a flood free area but should, nevertheless, require a raised land before MSU’s set up (heavy rains are making the land muddy). This land is very close to the Suva port facilities.
In Nausori, inside the Nausori airport premises, significant land is available for the setting up of MSUs. Special attention should be paid to the selection of the area as some places may be temporary flooded during heavy rains events.
Contingency Stocks Several agencies manage pre-positioned stock of humanitarian items (= Contingency Stocks).
RECOMMENDATIONS
- Have an inventory of the existing Contingency Stocks available in the country as well as of the stocks existing in the surrounding countries (Brisbane, Jakarta, Sydney, Manila, KUL, etc.). - Set-up a shared storage staging capacity for all humanitarian and emergency actors, in Suva and in Lautoka.
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Milling capacities
Flour Mills There is one important Flour Mill in Suva, with export production capacities to cover part of regional needs
This unit is able providing adequate services to WFP (blending capacities, adding micronutrients, etc.) and is in accordance with the international standards of hygiene and protection.
The unit also operates rice and peas milling operations and is linked with multiple food processing factories (biscuits, rice, noodles, etc.). The unit is able producing High Energy biscuits as per UN requirements.
Logistics Services of Fiji
General considerations
As many major industrial and transport companies are present and operate in the country, all major logistics services are consequently present.
The logistics services managed by the private sector are:
Fuel supply Transport : o Land o Air o Shipping Vehicles rental and procurement o All types Heavy handling equipment Power equipment
The quality of service provided by the private companies – most of the time with international capital – is significant, and the prices are related. The rates for those private services are also very high – preventing, as we believe, some social or humanitarian operations to take place.
The public sector logistic services – customs, electricity, public works, and telecoms – are of decent quality, reliable while maintenance and repair operations may be challenging for sometimes underfunded governmental agencies.
Fuel supply
Three international oil companies (Mobil, BP and Total) import petroleum products into Fiji, distribute their products at wholesale and retail levels, and re-export to other Pacific countries (PICs). Supply is provided by medium-range tankers from refineries in Australia, Singapore and New Zealand. Currently the Government of Fiji itself is supplied by Total through a five-year contract with the Public Works Department (PWD).
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The Ministry of Commerce regulates wholesale and retail prices of gasoline, petrol, kerosene and diesel, and influences to some extent the technical specification of fuels. The prices of fuel are reviewed on a monthly basis. Prices vary in different geographical areas. Large consumers such as the FEA negotiate bulk contracts.
There are two retail distribution methods. The dealer-owned dealer-operated (DODO) system involves a private company selling fuel from its own premises, for example the Carpenter’s Group which has a supply arrangement with Mobil. Under the second arrangement, company-owned dealer-operated (CODO), the oil company owns the assets and leases them to a private company which operates for typically 5-10 years.
Developments in recent years have seen Total acquiring Shell Fiji’s Operations and BP’s Fiji Operation negotiating with Pacific Petroleum Company.
Liquid petroleum gas (LPG) is imported and marketed by two companies, Fiji Gas which has operated in the country for several decades and Bluegas, which began in 1989. LPG is not under government price control.
For some years, the Pacific Islands Forum Secretariat (PIFS) has provided comparative prices for petroleum products marketed in the PICs. For the most recent PIFS Fuel Price Monitor available, the wholesale prices of gasoline and diesel in Fiji, excluding all taxes and duties, were about 25% below the average for PICs. Although Fiji re-exports these products to Samoa, which has a much smaller market, the Samoan prices were lower than those in Fiji.
For kerosene, Fiji’s prices are considerably lower than those of most PICs (and lower than Samoa’s).
Power supply
Introduction Sources:
Total installed electricity capacity (2007): 184 MW Total primary energy supply (2007): 1,058 ktoe
In 2008, the electricity generation by fuel source type was as follows:
Hydro-electric: 62.1% Diesel: 33.8% Wind: 0.6% IPP installations (various): 3.5%
Electricity Sector Structure In addition to the national utility's installed generation capacity, the Department of Energy (DoE) has also installed roughly 600 diesel based systems in various rural communities.
Currently, the contribution of the electricity sector to GDP is about 3.6%. This is projected to increase as a result of greater access to electricity in rural areas under the Rural Electrification Programme which, apart from the extension of the grid networks and diesel schemes, also encourages the utilisation of solar home systems in rural communities.
The Fiji Electricity Authority (FEA, www.fea.com.fj) established in 1966, is responsible for the generation, transmission and distribution of electricity in Fiji. The state-owned FEA generates almost all electricity in Fiji. However, the government plans to restructure the FEA to encourage private sector participation through Independent Power Producers (IPPs). The government is also considering separating FEA’s regulatory functions from its commercial activities. The overall goal is to achieve efficient, cost effective and environmentally sustainable energy development.
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Electricity Generation The FEA operates through a hydropower-based Viti-Levu-Interconnected-System (VLIS) and the isolated Rakiraki diesel system in Viti Levu. In Vanua Levu there are two isolated systems: Labasa and Savusavu. In Ovalau there is the diesel system in Levuka. Presently, the FEA includes a relatively small 10 kW PV array connected to the VLIS at the Navutu Depot in Lautoka. In addition to the major Wailoa (Monasavu Dam) 80 MW hydropower system, there is a 0.8 MW hydropower plant in Waineqeu (Savusavu, Vanua Levu). The FEA also purchases electricity, for the VLIS and Labasa grids, generated by the Fiji Sugar Corporation (FSC) using bagasse.
Network Coverage 87% of the total number of urban households had access to electricity in 2002, and about 49% of rural households are electrified. It is estimated that about 57% of Fiji's total population have direct access to power supplied by the FEA.
The FEA has an extensive grid system on Viti Levu, and three smaller grids on Vanua Levu and Ovalau. Vanua Levu, the second largest island, has no widespread electricity grid, partly due to the high cost of diesel generation and sparsely spread population of the entire area. The Savusavu grid is powered by an 800kW hydro scheme and a 1.04 MW diesel plant.
Electricity demand in Fiji has been growing at 5% yearly over the last five years, and is expected to continue to grow faster in the coming years. The FEA, however, faces a challenging uncertainty in terms of future load growth and the performance of their future capacity investments, which are directly influenced by the uncertain direction of Fiji’s economy.
The heavy dependence of industry on imported fuel highlights the vulnerability of the economy to rising fuel prices. This is of particular concern considering that the increase in demand for power over the last decade has exceeded the Monasavu Hydropower Station capacity, and resulted in the FEA supplementing its energy capacity with diesel generation.
In terms of final energy consumption, the transport sector has continually consumed over 40% of the total energy supplied, followed by the commercial sector, industrial and domestic sector.
Electricity Supply The supply of electricity to consumers in Fiji is split into that supplied by the Fiji Electricity Authority (FEA) and that supplied to rural consumers by the Public Works Department (PWD), operating small power grids at five provincial centres. The former is by far the largest, accounting for all major grid areas in the main islands. The FEA is a state-owned organisation, with the monopoly on the transmission and distribution of electricity via the national grid, and is a vertically-integrated organisation.
National Energy Policy (2006) The policy focuses on four key strategic areas, that include;
National Energy Planning, Energy Security, Power Sector, Renewable Energy Development.
Rural Electrification Policy The majority of villages and settlements that cannot be served by FEA line extension could be served with solar-home- systems (SHSs) with the government stations, and surrounding villages and settlements with hybrid power systems (HPSs). In addition, there are a few villages with appropriate hydro resources and relatively modest needs, which could also be provided service using the model under evaluation for SHSs. 34 | P a g e
The country also aims to have 30% of the fuel used in transport to be in the form of biofuels, Liquid Petroleum Gas (LPG) or Liquefied Natural Gas (LNG).
Energy Regulator The responsibility for electricity generation, transmission and distribution, and its regulation in Fiji, is vested with the Fiji Electricity Authority (FEA), established under the Electricity Act 1966. The FEA also has responsibility for the development and extension of electricity nationally where financially viable. It currently operates only in those three islands with sufficient demand and population density to justify grid systems: Viti Levu, Vanua Levu and Ovalau.
The Fiji Electricity Authority is a wholly government-owned, statuary body. The Director of the Energy Department is present in the Board of the FEA as the representative of Ministry of Works and Energy. Funding for the FEA comes from a state-allocated budget, as well as operational revenues.
Transporters
All types of transport are easily available in the country. This is true for the air transport (both helicopters and fixed wings), sea transport (both domestic and international) and all types of land transport.
This being said, during emergency operations, access is often the most problematic factor.
Heavy handling and power equipment
Can easily be found …
Telecommunication
Introduction
Fiji is the hub of the South Pacific Telecommunication network and focal point of regional business activity. Telecommunications is one of the major ingredients of successful business, which in turn is the lifeblood of national development.
Telephone
Telecom Fiji Limited (TFL) provides all the telecommunication facilities listed below:
Postpaid Prepay Telex Radio Telephone Facsimile Voice Mail Paging Internet and Data Services ISDN 35 | P a g e
Video Conferencing International Calling
Telephone Connection Charges (F$) For complete direct exchange connection $81.00 A telephone apparatus installation $39.38 Reconnection from previous subscriber $81.00
Business Charges Deposit $200.00 Access Fee 1 or 2 lines $16.88 Access Fee 2 lines or more $39.38 Residential Charges Deposit Access monthly fee $250.00 Single Telephone Equipment monthly fee $9.00 $2.25 For each internal extension, internal extension socket or internal extension bell $39.38
$0.12 Call Charges $0.24 Residential Post Pay (unlimited) $0.12 TFL Prepay (per minute) Business (60mins)
International Telephone Service
Fiji International Telecommunications Limited (FINTEL) is an international telecommunication carrier and is an extended arm of Telecom Fiji Ltd. It is a public bureau providing telephone, telex, telegram and facsimile facilities. There is a $500 deposit required from expatriates before a telephone can be installed.
An application form can be picked from for telecommunication services should be made to:
The Managing Director Telecom Fiji Ltd Private Mail Bag SUVA Tel: (679) 3304019 Fax: (679) 3306180
International calls to most overseas countries could be made through directory assistance or direct through international direct dialing (IDD).
Mobile Services
Cell phone products and services are in Fiji as well and it has become a popular mode of mobile communications for individuals and business professionals. There are currently 3 mobile service providers in Fiji:
Vodafone Fiji provides coverage within the area from Ba to Nausori via the Queens Highway and up to 30 kilometers offshore. The Vodafone network is made up of a series of base-stations all of which communicate with each other via their central exchange in Suva. Telecom and FINTEL exchanges can also be accessed allowing instant communications anywhere in the world. www.vodafone.com.fj
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Digicel is the largest operator in the Caribbean operating in 23 markets, and recent entrant to Central America. Fiji is the 28th Digicel launch worldwide. It has coverage from Rotuma to Kadavu and throughout Viti Levu and Vanua Levu. The company is renowned for competitive rates, unbeatable coverage, and superior customer care, a wide variety of products and services, and state-of-the-art handsets. www.digicelfiji.com
Inkk Mobile is the third provider of mobile serviced in Fiji. They are a separate entity but use Vodafone’s network, therefore, they share the same coverage as Vodafone. www.inkkmobile.com.fj
Vodafone Fiji
Mobile phones are the most widely used means of communications in Fiji. Vodafone is Fiji's leading mobile network with more than 750,000 active subscribers out of a total population of 820,000. It has been operating in Fiji for over 15 years with network coverage to over 97% of Fiji's population. Vodafone operates GSM, GPRS and UMTS technologies. Currently, Vodafone Fiji is the only provider of 3.5G network technology offering wireless mobile broadband services with speeds of up to 14.4 mpbs in all major metropolitan areas and to all major resorts and hotels on the main Island of Viti Levu. For visitors to Fiji, mobile phones operate on GSM 900 MHz frequency and UMTS 2100 frequency. Any GSM dual or tri-band mobile phone will work on Vodafone Fiji's network. Vodafone Fiji also offers seamless cutover to its network through inbound roaming arrangements with most mobile networks in the region.
Digicel Fiji
Digicel launched its Fiji operations in October 2008, enhancing mobile communications in Fiji by giving local mobile phone users greater coverage around Fiji. Digicel also has a number of services to make mobile phone roaming easy. To use your mobile phone, it must have a frequency compatible with the territory you are heading to and your home operator must have a roaming agreement with Digicel. Whether you are travelling to or from Fiji, Digicel offers greater coverage thanks to a quickly developing number of roaming agreements with overseas mobile operators in places like Australia, Hong Kong and even far off destinations such as Guyana. Digicel currently has roaming agreements with over 200 partners in over 150 countries. For customers requiring mobile data services such as e-mail, Digicel offers a range of services with the BlackBerry range. Digicel data roaming services available with over 200 partners in over 150 countries; call Digicel Fiji Customer Care on 123 from a Digicel mobile to find out if roaming is available at your destination. Digicel Fiji is a part of Digicel Pacific. With operations in six markets Digicel Pacific has become the fastest-growing telecommunications provider within the region and has recently won a licence to operate in French Polynesia. Digicel’s launch in Samoa in November 2006 was followed by Papua New Guinea in July 2007, Tonga in May 2008, Vanuatu in June 2008 and Fiji in October 2008. Digicel launched in Nauru in September 2009 bringing mobile communications to the country for the first time.
Fiji International Telecommunications Ltd (FINTEL)
FINTEL is Fiji's premier international telecommunications carrier of choice. Fiji’s primary link to the rest of the world is through the Southern Cross Cable Network. This third generation optical fibre submarine cable links Fiji to the rest of the world via Australia, New Zealand and the US West Coast via Hawaii. The cable is complemented by the New Skies Satellite Earth Station. International telecommunications is switched through FINTEL’s Next Generation Network (NGN), providing choice of premium and IP services. In the domestic market, FINTEL provides IP voice and data services through its VSAT (satellite) and Internet Service Provider (KIDANET) services using WiMax technology. Clients also have a choice of using FINTEL radio back-haul to access the domestic market.
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FINTEL International & Domestic Services:
Voice – premium and IP to over 230 countries IP Transit – dual peering to US and Australia International Private Lease (IPL) – speeds commencing from 2Mbps. International Frame Relay – for small to medium enterprises from 64Kbps to 1024Kbps VSAT – voice and data for domestic and the Pacific islands markets Videoconferencing – IP or ISDN with speeds up to 2Mbits Bandwidth Lease – dedicated links from 2Mbps upwards International TV Transmission – occasional use television service via New Skies Satellite Telehousing – 24x7 operations and service monitoring with direct access to the international gateway. One Stop Shop – allow customers to deal with a single carrier, on behalf of the several carriers (including domestic) involved, in respect of service activation, billing and service assurance Internet Serivce Provider (ISP) – IP data and voice through subsidiary, Kidanet.
Contact Details Registered Head Office Vatuwaqa Communications Centre P. O Box 59 Rifle Range Road Mercury House Vatuwaqa, Suva, Fiji 158 Victoria Parade, Suva, Fiji. Telephone: (679) 338 7202 Telephone: (679) 331 2933 Facsimile: (679) 330 1646 Facsimile: (679) 330 5606 Service Enquiries toll free number: 0800 331 5718 Website: www.fintel.com.fj Email: [email protected]
Internet
Individual Access
Internet Services provided by Connect (a subsidiary of Telecom Fiji Limited), Kidanet (subsidiary company of Fiji International Telecommunications Ltd), Unwired Fiji, Vodafone Fiji Ltd and Digicel offers Internet access to individuals with 'Individual Dialup' and 'Home User' packages. Casual access is also available at business bureaus and Internet cafes. For more information, please visit the following websites:
http://www.connect.com.fj http://www.kidanet.com.fj http://www.unwired.com.fj http://www.vodafone.com.fj http://www.digicelfiji.com
Corporate Access
Corporate connections allow an organisation to have Internet access via a single link with Internet Services. Internet access is then distributed to individual users over a network or the link may be used by a single person. Corporate Access options provide 24-hour connectivity and allow organisations to manage their own email accounts, web sites and other services.
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Information & Communications Technology
Despite being viewed by the world as an idyllic paradise in the sun, Fiji has much more to offer than just sun and relaxation. A world-class international connectivity via the Southern Cross Cable fibre optic networks gives Fiji competitive edge in the globalised on-line world. The high speed network can now deliver a 240Gbps (capacity of new submarine cable system) fastest, most direct and most secure international bandwidth from Australia, New Zealand and Hawaii via the Pacific right to the heart of the Internet in the USA. Located strategically (GMT+12) between Asia and the USA, Fiji provides a “time- zone” business advantage, not only to East Asia and the US, but also to Eastern US and Europe. This makes it easily possible for businesses to process data, manage calls, analyse results and develop customer and technical solutions “overnight” from those regions, thus significantly lowering the costs of operating in those markets. In other words, no country begins the day earlier than Fiji.
Fiji offers high literacy rates by world standards, with a reasonably young working population. Fiji’s telecommunications infrastructure and improvements in the communication links to the world provides the country with a good platform for IT development. Openings in the mobile and VoIP industry complement the business sector with high expectations for front end and back end ICT business opportunities. Fiji has managed to secure its position in attracting some renowned ICT investors to locate their back office operation in Fiji. The Government offers ICT incentives and ICT dedicated zones to promote the development of the industry. In addition, the ICT stakeholders in Fiji have established the ICT Association to advocate the acceleration of the ICT industry locally.
Types of ICT activities:
Call Centres Data/Voucher Processing Mail Management Telehosting/Warehousing Disaster Recovery Management System Software Development
Some of the renowned IT brands in FIJI are HP, Dell, IBM, Compaq, Acer, Cisco Systems
Types of Industries:
Banking and Finance Tourism Transport and Freight Airline Insurance Retail/Wholesale Audio Visual
Local Supplies markets
Even if nearly all NF humanitarian items (Shelters, cooking kits, hygiene kits …) may be found in the country, the local suppliers operations are designed to answer to the local market needs and will not be able to cover a significant surge in the supply chain (whether this concern emergency operations in Fiji or procurement in Fiji for operations in the surrounding countries).
Furthermore, as a real competition will happen, including the local and national actors, it is predictable that the prices will increase significantly during emergencies (noticed from past experiences).
Finally, the process for renewal of supplies in Fiji could be slow due to the distances.
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As a consequence of this, all major emergency operations should be designed and implemented with their independent material for distribution. Stocks of humanitarian supplies exist in Brisbane, Jakarta, Manila, KUL, Sydney as well as in Dubai, Bangkok, Hong Kong and other locations.
Furthermore, Asian markets have easy and quick access to the world biggest and most reliable manufacturers located in developing Asian countries. This pipeline will definitely be faster and more reliable than any one involving the local suppliers.
Exceptions to this concern power generation equipment, heavy handling equipment as well as all the building material.
Customs Clearance
Customs and taxation requirements for relief goods, medicines and equipment
In the absence of special arrangements with the Government of Fiji on customs and tax exemptions, import and export policy is made by the Department of Commerce and Industry, Ministry of Foreign Affairs and Trade. Imports may trigger tariff measures, import restrictions and quota arrangements. In the case of disaster relief, no prohibition or restrictions appear in the customs requirements for NGOs to import or export relief goods. Indeed, Section 10(1-3) of the Customs Tariff (Amendment) Act of 2010 provides:
1. The Minister may after receiving recommendation to do so from the Controller and subject to such conditions as the Minister may consider necessary, reduce or refund the whole of part of fiscal duty paid or payable by a person or organisation in respect of goods imported into Fiji, if the Minister is satisfied that - a. the goods being imported or being imported as a relief in the event of a disaster declared by the Government as a national disaster; b. the importer of the goods is a person or organisation covered under any International Agreement or Convention between the respective Governments or Parties; c. the importer of the goods is a registered religious or charitable organisation and that any reduction or refund of such duty is, in the circumstances, justifiable having regard to the purpose for which the organisation was established; d. the reduction or refund of fiscal duty will contribute an identifiable benefit to the country.
2. Unless otherwise indicated by the Minister, the reduction or refund approved under Sec. (1)(d) shall remain in force for a period of 12 months after approval. 3. For the purposes of subsection (1)(d), the applicant for a concession must: make application in writing to the Controller; set out in the application the detail of the concession sought and its fiscal duty value; and outline the benefit to the country that the concession sought and its fiscal duty value.
As a result, any organisation that has been certified as a charitable organisation, religious organisation or IO may apply to the Controller for a reduction or removal of customs duty. As long as the applicant can detail the concession sought, its value, and demonstrate a benefit to the country, customs duties will not be imposed.
Export of disaster relief goods will generally not trigger export taxes. Export taxes are generally imposed upon manufactured goods under an export-licensing scheme.
In the case of the importation of medicine, the Ministry of Health representative stated that medicines that may be required for disaster response and relief cannot be imported into Fiji without previous consultation with the World Health Organisation, which makes a determination of the medicines required and coordinates their shipment. So, while there may not be customs restrictions on the importation of medicine, there is a different consultation, screening and logistics process that must be followed prior to importation of medicines.
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Fiji Humanitarian Customs Regulations
Required Documents bill of lading/airway bill commercial invoice packing list fumigation certificate for used items deed of donation.
Prohibited Goods Items that are prohibited entry into Fiji are specified in the Customs and Tariff Laws of Fiji. For more information on food, toy and literature items that are prohibited for cultural reasons, contact the Fiji Island Customs Service.
Tax Exemption Tax exemption is offered on humanitarian cargo. The Fiji Government stipulates that the goods are to be distributed freely to hospital and persons in need of support. Registered charitable and religious organisations are offered this exemption.
Pre-Shipment Application There is no need for pre-shipment application.
Monetary Valuation Customs require monetary valuation for the shipment on an item by item basis. No currency preference is specified.
Restrictions Used items must be fumigated and contain a fumigation certificate. All food items must comply with the Provisions of Pure Food Act.
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E. Fiji Global Logistics Concept of Operations
a. Identified Gaps & proposed Solutions
Organizing emergency logistics operations for delivery and distribution may be a real challenge in Fiji due to the remoteness of outer Islands, access conditions to affected locations on the main Islands and operational constraints in entry ports facilties. All actors agree that logistics is one of the major bottlenecks in all past emergency responses.
Logistics related Gaps/Bottlenecks identified:
The logistics gaps identified concern the following subjects:
o Coordination & Preparedness o Networking o Human Resources o Capitalization o Information Management o Storage o Commodities tracking o Operational and access challenges
Coordination & Preparedness Cyclones / Floods seasons need to be prepared, also regarding logistics issues. The logistics coordination needs to meet before the wet season to prepare for potential emergencies, revise everybody’s roles and responsibilities, etc. Stand-by agreements / protocols need to be established and agreed upon prior to emergencies with key emergency actors, including customs, RFMF, Police, private companies, etc. Formalize transport options ahead of the cyclone season. Sectors concerned are: customs, transport (land, sea, and air), and storage, dispatching and tracking. Agencies representatives appointed to the NEOC are changing for every emergency insufficiently experienced persons, no capitalization , difficulties for capacity building, training Need to involve private companies in the preparedness phases, stand-by agreements, dispatching & commodities tracking, coordination Coordination between the different levels of emergency responses mechanisms is unclear (national agencies, incl. governmental ones; international agencies; donors, FRANZ …) Some NGOs, businesses and other charities are implementing emergency operations alone and on their own priorities, resulting in some duplication of relief effort. Closer cooperation for disaster planning is required to ensure better coordination.
Networking Need to increase the networking with private companies (which could be very helpful during emergencies), including for preparedness activities and operations management. All the private companies met mentioned that they have never been contacted for emergency management related issues. A plan should be developed with private sector to ensure rapid mobilization of resources. Quite surprisingly, the same has been said for key logistics infrastructure, like Nadi Airport. Governmental agencies also mentioned an insufficient coordination / leadership from the NDMO, including preparedness meetings prior to the wet season.
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Human Resources Strong turnover in NDMO and other governmental agencies, linked with an insufficient capitalization of logistics activities during emergency responses, has negative consequences: new staffs are insufficiently experienced insufficient knowledge of existing mechanisms, of past experiences increased gaps in the necessary capitalization gaps in networking Emergency responses training sessions are recommended. Those trainings should include GoF, UN and NGOs agencies
Baseline Information / Capitalization No reliable baseline logistics data available at local level (transport capacities, availability of ships for relief operations and transport, storage options …). Logistics Capacity Assessments need to be done at district level, with priority to the most disasters prone areas. There is no central inventory of locally available equipment that could be used during a disaster event. At national and divisional level, there is little information on pre-positioned stocks. There is no identified central repository for relevant disaster management information and tools. Post emergencies debriefing sessions & reports are regularly done. Nevertheless, they are not used to plan / prepare for the next emergencies No best practices documents found Preparedness plans exist but, even at the NDMO, people are not informed, nor are they using those plans. This is true also at sub-national levels
Communication / Information Management Improve communications efficiency by developing SOP’s, securing dedicated emergency frequencies / mobile numbers / sat phones / channels for communications, training communication operators, mapping capacity and raising awareness regarding proper HF use. Humanitarian organisations will require guidance and support with importation and customs clearance for the relief items, majority of which will have to be sourced from outside PNG.
Storage Insufficient storage capacities at Fiji’s entry points for significant disasters Insufficient storage capacities at intermediate hubs No storage capacities in remote outer islands
Commodities tracking Need to implement tracking systems for the recording of receipt, delivery, and distribution of relief items. In previous emergencies there has been a lack of cargo tracking of goods to the affected areas. This tracking system needs to be linked with the dispatching centers.
Operational and access challenges Systematic reception / dispatching centres at the entry points are needed for receipt, dispatching and tracking of relief items. These logistics hubs should be operated by people trained / professionals and include customs and transport cells. Access to the remote locations of the main islands and access to the remote outer islands are systematic operational challenges during initial stages of emergency responses No appropriate wharves for big shipment landing in remote locations. Transshipment operations necessary in main logistics hubs Likelihood that entry points / intermediate hubs (wharves and airstrips) could be badly affected or destroyed. Likelihood that land access to / from some of the main entry points (mainly in Western Division: Nadi / Lautoka) will be blocked in the initial phases of emergency operations (inadequate drainage system). Leading to clear operational congestion of port/airport and making any surge of operations unrealistic.
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Insufficient equipment available for some governmental agencies. Backup facilities (generators, water tanks, etc.) are needed. Additional search & rescue equipments (boats), or stand-by agreements with owners, are needed
Solutions Proposed
o Customs facilitation for registered agencies During emergencies, set up a Customs Clearance coordination cell, composed by one representative from Fiji Procurement Office + one from FIRCA. In addition, a volunteer support from one of the major Freight Forwarding / Shipping / CC brokers companies should be a significant added value.
o Storage . There are clear storage / commodities management issues at all main entry points (Suva port, Nadi airport, Lautoka port and Nausori airport). As emergency operations are likely to happen during the wet seasons, open storage is not an option The commodities should - as much as possible – be directly routed to the final delivery points. This concerns only the small / medium scale scenarios. For larger scale scenarios, among the options to consider: o Fiji government / RFMF to procure MSUs that can be set up quickly everywhere in the country. Sites should be pre-identified for this purpose o Humanitarian community, through the PHT, to get the funding for the procurement of “Logistics Kits for entry points”. Those kits include a MSU, one prefab for office, power generation and lightning equipment. Information about the kits for entry points are in annex. o Stand-by agreements with private transport companies, for the temporary use of part of their storage capacities during emergency operations. This option being only for a very short time, before finding a longer term solution. o ! Repackaging and transshipment need to be considered when designing the storage / dispatching center. . Storage and dispatching at intermediate hubs (for large scale scenario) / final destination points (outer islands entry points) are also an issue. Among options to consider: o Each district to identify temporary storage facilities (governmental buildings, private companies …) or to select – floods safe - areas for the setting up of tents. o RFMF/other governmental agencies to provide smaller tents for temporary storage o For large scale scenarios on outer islands, MSUs will probably be the only option.
o Coordination & Preparedness . The issues related to preparedness: (i) local / national databases, (ii) stand-by agreements with transport companies, customs, etc and (iii) preparedness meetings and processes before the wet seasons and including private companies; will all be addressed in a “logistics preparedness work plan” that will be owned by the Executive Cell of the Logistics Coordination Group (see here under).
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. In order to ensure sustainable progress related to emergency logistics preparedness, a Logistics Coordination Group (LCG) was set up, chaired by the Permanent Secretary of the Provincial Development Ministry. Composition: o Governmental agencies involved in logistics operations during emergencies will be asked to appoint a focal person to be member of the LCG. As this person should be appointed for a long term, this should solve the problem of turnover in governmental agencies. o UN agencies, NGOs and private companies will also be able to participate to the LCG, on a voluntary basis An executive cell will coordinate the activities of the LCG o The member of this executive cell are: . Joji Satakala - representative from the NDMO – head of the Planning and Emergency Operations Unit . Anthony Blake - representative from the NGOs - coordinator of PCIDRR, and emergency specialist in Fiji . Keith Andrews - representative from the Red Cross – Logistics Coordinator for FRCS . Nick Taylor - representative from the Private Sector –DG of DHL . Major Loanakadavu - representative from the RFMF –head of the Logistics Cell in the RFMF . Peter Muller - representative from the UN –OCHA office in Suva
o Commodities tracking . This issue is mentioned as a recurrent weakness in emergency operations, leading to problems for stocks refurbishment, etc ... . Many transport / logistics / dispatching private companies are present in the country. All of them having developed efficient operational tracking systems (DHL, TNT, but also the shipping companies, FMF, etc.) Rather than developing a new commodities tracking system for emergency operations, it is recommended asking private companies to join in at the initial stages of emergency operations, to operate the dispatching centers and set up / implement commodities tracking systems. This recommendation will require that prior stand-by agreement – even basic – is signed between NDMO and the pre-identified private companies.
o Operational challenges . Many operational challenges linked to the supply chain may be addressed by an improved emergency preparedness: Comprehensive and updated databases of logistics capacities available in the country: equipment, human resources, transport companies, transport assets, etc. These databases need to be set up at national, divisional and district levels Stand-by agreements with key stakeholders, all along the supply chain: o With customs for quick clearance of all relief items entering the country (+ support from private CC agents and Fiji’s procurement department) o With private transport companies and governmental agencies benefitting from transport assets o With logistics companies (courier, transport, industries) for supporting logistics operations (dispatching center + tracking systems) Systematic setup of dispatching centers at entry points / logistics hubs (depending on the specific ConOps), operated with the support of private companies (tracking) 47 | P a g e
Improved seasonal preparedness: o Specific Logistics preparedness & coordination meetings being organized before the wet season (in October), revising the SoPs in place for Logistics operations, and including key Logistics infrastructures: ports, airports managers, private companies, etc. o Once a year, a simulation exercise should be organized at divisional level, including all agencies (UN, government, private sector) involved in logistics operations . Nevertheless, some challenges cannot be addressed only by improving logistics preparedness, as those challenges need additional equipment / improved infrastructures capacities and have significant financial requirements. Many agencies mention that insufficient equipments have a significant impact on their operations. For example, Fiji Water Authority manages a strong water network and can answer water distribution problems with water trucking (as the agency has trucks available for this). But FWA doesn’t have water tanks to be placed in the communities, leading to problems for the Logistics sector that will need to provide those tanks. This problem could be anticipated. Access problems, together with logistics preparedness and coordination, are identified as the main problem in Fiji for emergency operations. These problems concern access to affected areas, access to remote outer islands, and access to / from the main entry points. o For example, even if the Western Division has strong logistics infrastructures (Nadi International Airport, Lautoka Port) that could quite easily manage a sudden surge of operations linked to emergency relief operations, the access to those key infrastructures will probably be impossible during several days after a disaster as they will be flooded or severely damaged (even during medium scale floods, for example). This will cause a severe congestion for their “normal” operations making a surge of activities unrealistic. o The responses to those problems are beyond the capacities of an improved preparedness as it will require significant infrastructure development plans (cities drainage plans, upgrading of key access roads, etc.) and significant financial support (from GoF and/or development agencies). o Nevertheless, these issues are important and need to be addressed. Logistics SoPs will need to take this into consideration, by developing “plans B” for emergency operations. For example, if the Western Division is concerned by a large scale disaster, all entry / dispatching operations should be managed from the Central Division infrastructures (Suva port + Nausori Airport). If Viti Levu infrastructures are all non-operational (for example due to a cyclone hitting both divisions), Northern Division infrastructures – even if insufficiently developed – could be used temporarily to the first 72 hours operations.
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Fiji’s Logistics & Planning Organisation
Fiji General Logistics and Planning Map
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Entry Points
Main entry points: Air – Nadi International Airport Sea – Suva Port
Both locations offer all logistics services: . Customs facilitation . Open Storage and Warehouses . Operations Rooms . Centralized Information for Transport and Deliveries Nevertheless, congestion issues exist for Suva port, including during normal operations and access is not guaranteed to Nadi airport during emergencies
Secondary entry points - First B plans if the main entry point are non-operational for whatever reason) Air – Nausori International Airport Sea – Lautoka Port
Same remarks as for the main entry points, congestion issues concern both locations during emergencies, access to Lautoka port is not guaranteed during emergency operations and both locations face lack of equipment problems. Nausori airport operations are limited to B-737
Alternative solutions Air – Savusavu / Labasa Airports Sea – Savusavu / Levuka Ports
The mentioned airports have runways capacity to host Hercules C-130 but not B-737, as both runways are around 3000 feet long The above mentioned ports have no containers management and storage capacities
Notes: Air: o The only airport sufficiently equipped to operate significant emergency operations is Nadi o Nausori airport can only host planes B737-800 and has no cargo equipment at all o All other airports will only operate ATR42 or Hercules and have no equipment Sea: o Suva port is equipped for containers operations but faces congestions issues – including in normal times. o Lautoka port is also equipped for containers management and doesn’t face congestion problems in normal times but will probably face huge congestions problems during emergencies as the accesses to the port will probably be blocked o All other ports, even if having adapted wharves, are not equipped to operate containers transshipment operations required for all operations to remote islands, even if the main entry points are used as primary entry / dispatching.
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Existing Operational Corridors in PNG
Main existing corridors Land o Nausori – Suva: The bulk of industrial / commercial / transport companies are situated along the Nausori - Suva corridor (20 km) o Lautoka – Nadi – Suva: Additional industrial companies (sugar, pine wood, garments) are located in the Western Division (Lautoka, Nadi) The Queens road (Southern road) is an important land transport corridor as the companies privilege Suva port for their import / export activities
Air o International: Air Pacific, the National flag carrier operates regional and interregional destinations (see map). All other companies operate on mostly the same destinations.
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o Domestic: For domestic movements also, Air Pacific, the National flag carrier, is the main operator (see map)
Sea o International – Fiji is connected to the main regional and international sea transport hubs. Most of the biggest international shipping companies operate in Fiji, either directly or through partnership with local / regional companies. Shipping operations from Australia will take 3 (Brisbane) to 4 (Sydney) days, while from New-Zealand, 3 days will be necessary. Here are the main shipping commercial routes:
Name of Shipping Lines Country of Origin Countries Covered Polynesian Shipping Line New Zealand New Zealand & Pacific Hamburg Sud Germany Australia, New Zealand, Fiji, West Coast North America Forum Samoa New Zealand Australia & Pacific Florence New Zealand New Zealand & Pacific Forum Avarua New Zealand Fiji & Rarotonga Swire Shipping New Zealand New Zealand & Pacific Origin Energy Australia Australia & Pacific Pacific International Lines Singapore Asia, Fiji and New Zealand Pacific Forum Line Fiji Australia, New Zealand & Pacific New Guinea Pacific Line Australia Fiji, China, Hong Kong, Taiwan Greater Bali Hai Australia Korea, Japan, Fiji, Pacific Islands 52 | P a g e
Pacific Direct Line New Zealand Pacific Islands, Australia & New Zealand
o Domestic – Fiji Government Shipping Services (GSS) operate regular inter-islands sea cargo, mainly operated by 14 Ro-Ro / cargo transport vessels. Other private companies may operate certain connections – franchised by Fiji Shipping Corporation Limited (FSCL) Here are the main routes operated by GSS:
FROM TO
Suva Beqa, Vatulele & Kadavu Suva Gau, Nairai & Batiki Suva Moala, Matuku & Totoya Suva Koro Suva Northern Lau: [Lakeba, Nayau, Tuvuca, Cicia, V/Balavu, Cikobia, Vanuavatu] Suva Southern Lau: [Ogea, Fulaga, Moce, Komo, Namuka, Kabara, Oneata] Vatoa & Ono-i-Lau Suva Natewa Bay Suva Levuka Suva Savusavu Suva Taveuni Suva Laucala, Qamea, Buca & Rabi Suva Labasa Suva Nabouwalu Suva Rotuma Levuka Savusavu Levuka Taveuni Levuka Laucala, Qamea, Buca & Rabi Savusavu Taveuni Savusavu Laucala, Qamea, Buca & Rabi Taveuni Laucala, Qamea, Buca & Rabi
Of course, during emergencies, the vessels used for inter-islands operations will be requisitioned for emergency relief operations
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Storage:
Introduction: o There are clear storage / commodities management issues at all main entry points (Suva port, Nadi airport, Lautoka port and Nausori airport). o As emergency operations are likely to happen during the wet seasons, open storage is not an option except in containers
Current situation: o Some agencies (UN, NGOs) have their own storage capacities but cannot be shared due to volume limitations o Private companies (land transporters, FF & Shipping companies, sugar and garments factories, flour mills) have storage capacities that may temporarily be used during the initial phases of emergency operations (first 72 hours, until a longer term solution is developed) o Governmental capacities exist in Nausori, Suva, and Lautoka, mainly belonging to Fiji’s Procurement Department (Nausori belong to Agro-projects department). Nevertheless, those capacities will be better used as a dispatching center rather than for storage purpose. o Main ports and airports mentioned above have limited storage and warehousing capacities
Planning o Locations have been identified in Suva, Nausori, Nadi and Lautoka for the setting up of a logistics hub. . In Suva, in FMF compound: 3 acres, GPS position: 18° 07'43.91"S and 178°26'05.97"E, the land is flood free but MSUs setup will require prior land raising . In Nausori, in the Nausori airport compound, besides existing hangars, GPS position: 18° 02'49.67"S and 178°33'41.81"E, the land is flood free but MSUs setup will require prior land raising. Access from the airport’s back access road as the main road is often flooded . In Nadi, in the Nadi airport compound, besides existing maintenance hangar of Air Pacific, GPS position: 17°44'56.45"S and 177°27'2.68"E, the land is flood free but MSUs setup will require prior land raising. Access from Nadi and / or Lautoka to the airport is sometimes flooded. . In Lautoka, sport fields exist near the port facilities that could be used for MSU’s park setup. The pre-identified area is directly adjoining the Procurement Office and LTA compounds; however, it is not secured or fenced. GPS position: 17°36'53.96"S and 177°26'40.29"E, the land is flood free but MSUs setup will require prior land rising. o Each district should identify temporary storage facilities (governmental buildings, schools, private companies …) or select floods safe areas for the setting up of tents. o For large scale scenarios, MSUs (Wiik / Rubber Halls) will probably be the only option. Fiji government / UN agencies / donors should assess this option. o Logistics Hubs kits have been developed by WFP. Those kits include a MSU + Prefab office + power generation and lightning equipment. If financial means are available, 2 or 3 kits could be bought for Fiji operations and stored under Fiji Procurement responsibility in the country’s main operational hubs (Suva, Nadi, and Lautoka). Deployment could be anywhere as transportation of the kits is easy.
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Dispatching:
Current situation: o Usually, during Emergency Response operations, Fiji authorities are used to set up a dispatching center; all the commodities transiting through the dispatching center before being sent to distribution areas. o As all operations in remote locations / outer islands will require repackaging and transhipment operations, this need to be considered when designing the initial Concept of Operations (an additional hangar, linked to the dispatching centre, need to be specifically designated to this purpose).
Planning & Improvement: o During emergencies, the Customs Clearance coordination cell, composed by representatives from FIRCA, Fiji Procurement Office and CC companies should be operating from the dispatching center o During emergencies, the dispatching center should be operated by / with the support of private companies bringing their professional experience for dispatching operations and commodities tracking.
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