BUDGET REVISION OF SO FOR APPROVAL BY THE REGIONAL DIRECTOR

5) To: Initials In Date Out Date Reason for Delay

Lola Castro Acting Regional Director, RBJ 4) Through: Initials In Date Out Date Reason for Delay

Sarah Longford Programme Adviser, RBJ 3) Through: Initials In Date Out Date Reason for Delay

Christine Mendes Logistic Officer, RBJ 2) Through: Initials In Date Out Date Reason for Delay

Anna Mukiibi-Bunnya Resource Management Analyst, RBJ 1) From: Initials In Date Out Date Reason for Delay

Moumini Ouedraogo, Country Director and Representative WFP

Madagascar SO 201070 Logistics and Emergency Telecommunications Augmentation and Coordination in Response to the Cyclone Enawo in Madagascar BR No. 1

PROJECT 201070 Previous Budget Revision New Budget

CD&A US$ 864 623 US$ - US$ 864 623 DSC US$ 257 616 US$ - US$ 257 616 ISC US$ 78 557 US$ - US$ 78 557

Total WFP cost (US$) US$ 1 200 795 US$ - US$ 1 200 795

TYPE OF REVISION

Additional DSC Additional CD&A Extension in time Other

NATURE OF REVISION: A budget revision for Special Operation 201070 is requested to extend the project in time for additional 4 months until 31 st October 2017, to allow for unspent balances to be utilized to enhance local emergency response capacity through supporting Madagascar’s NDMA and Civil Protection agencies in their implementation of preparedness measures, and jointly developing the Global Logistics Cluster Preparedness platform for Madagascar.

PROJECT BACKGROUND: Enawo, a category 4 tropical storm, hit Madagascar on 7 March 2017 and the Government of Madagascar requested international assistance on 14 March, 2017. Nine regions in the north-east were impacted by the floods and severe wind, and the number of people displaced by the cyclone reached almost 247,000. Approximately 425,000 people have been severely affected by the disaster and require humanitarian assistance to date.

WFP was requested to support the Government of Madagascar’s response, specifically to coordinate the different international, regional and national organizations in collaboration with the Bureau National de Gestion des Risques et des Catastrophes (BNGRC).

WFP initiated this Special Operation on 22 March 2017 for an initial period of three months, to allow WFP to augment its Logistics and Emergency Telecommunications capacity to support the relief efforts of the humanitarian community and the Government of Madagascar. The Special Operation has provided for the following: • Logistics coordination, GIS mapping and information management for the logistics response. • Logistics augmentation including: sea and river cargo transport services, temporary inter-agency storage and cargo reception facilities, and infrastructure assessment to coordinate access and facilitate the delivery of humanitarian goods. • Provision of emergency telecommunications required for the humanitarian community to respond to the crisis.

ACHIEVEMENTS TO DATE: In coordination with the humanitarian community and the Government, namely the BNGRC, the national Logistics Sector identified three main gaps for this operation: Logistics Coordination, Information Management with GIS support, and Common Logistics Services. The latter included the facilitation of sea transport from Toamasina to Maroantsetra and , river transport around Maroantsetra, and temporary storage in Toamasina, Maroantsetra and Antalaha. Relief items transported and stored belonged to the categories of Shelter, Food, Health, WASH, Education, Nutrition, Logistics and Operational Support. Sea Transport From March to June 2017, the national Logistics Cluster, of which WFP co-leads with BNGRC, coordinated humanitarian cargo dispatches, from Toamasina hub to Maroantsetra and Antalaha, the main towns in the areas affected by the cyclone. The service was made available to humanitarian actors on a free-to-user basis from end of March to mid-June 2017. Transportation was carried out through sea vessels carrying between 180 and 300 metric tons (mt) of cargo. Sea transportation is one of the few ways to reach these destinations, which are rather enclaved in the north-east of Madagascar due to poor road conditions and network constraints, making access by road almost impossible in some locations.

Overall, nine rotations were organized ; five to Maroantsetra and four to Antalaha, transporting almost 900 mt of relief items (respectively 492 mt and 402 mt) on behalf of 12 organisations: FAO, UNICEF, Medair, Croix Rouge Malgache, ADRA, CARE, National Nutrition Office, WFP, Ministry of Population and Social Protection, BNGRC, Lions Club. River Transport Cargo

Alongside BNGRC, a river transportation system was set up through dug-out canoes to reach over 150 remote and isolated river communities around Maroantsetra. Due to the lack of road access, canoes are the traditional way to move people and cargo along the river and they can transport up to 4 mt. The service was made available from the end of March on a free-to-user basis for the duration of the Special Operation.

From the end of March until mid-June, over 700 mt were transported to over 100 enclaved communities on behalf of BNGRC, WFP, Office National de la Nutrition, Lions Club, UNICEF, FAO and Croix Rouge Malagasy. Delivered items belonged to the Education, WASH, Shelter, Nutrition, Food, and Logistics Sectors.

Passengers In addition, free-to-user transport of passenger travels were also facilitated thanks to the presence of two speedboats of the Corps de Protection Civile, which allowed humanitarian staff to reach the river communities to assess needs and carry out distributions. The speedboats were equipped with life-saving vests and satellite phones to ensure safety of the passengers, and a ticketing system was put in place under guidance of WFP and managed by BNGRC to ensure the tracking and monitoring of passengers. Storage In response to the need for appropriate temporary storage, the Logistics Sector set up temporary storage facilities and logistics hubs in strategic locations, to facilitate the movement of relief cargo to the affected population. Storage was made available to humanitarian actors on a free-to-user basis until the end of the service provision, from March to June 2017. The Logistics Sector supported the Education, WASH, Shelter and Non-food Items (NFIs), Food Security, Nutrition, Emergency Telecommunications and Health sectors by providing storage space (managed by experienced logistics staff) and office spaces at the following locations: • Toamasina: warehouse for a total storage capacity of 3,500 mt • Maroantsetra: one 10x32 Mobile Storage Unit for a total storage capacity of 500 mt • Antalaha: warehouse for a total storage capacity of 350 mt The cargo stored at each of these three locations also relied on the support of the Global Logistics Cluster cargo tracking and reporting tool (RITA) allowing dedicated staff to provide users with receipt, dispatch, and existing stock reports – greatly facilitating the management of their pipelines. Coordination and Information Management In Madagascar, a Logistics Sector Working Group (the Logistics Cluster when not activated, co-led by WFP and BNGRC) was present before the cyclone hit, and provided coordination among humanitarian organizations. For the Cyclone Enawo response the BNGRC, on behalf of the Logistics Sector Working Group, asked the Global Logistics Cluster for staff support to coordinate the provision of common logistics services. After the first wave of emergency deployments (one Coordinator and one Information Management Officer), one officer covering both positions was deployed to oversee the operation alongside BNGRC. All services were provided in collaboration with local and national authorities, and with the long-term objective of building the capacity of BNGRC staff in terms of coordination and information management.

From the beginning of the operation, the national Logistics Cluster held weekly meetings (fortnightly towards the end of the operation) in Antananarivo led by BNGRC. A total of 10 coordination meetings were held. WFP, as national Logistics Cluster co-lead, took responsibility for organizing the meetings, setting the agenda and leading through the sessions. Coordination meetings were also held on a weekly basis in Maroantsetra, whereas in Antalaha they took place weekly at first and then on an ad-hoc/bilateral basis. Meetings provided a forum for coordination and information exchange between the Government, NGOs, INGOs and UN agencies involved in the response. WFP, as representative of the Logistic Sector for inter-sectorial meetings, ensured representation on decision making forums and advocated for much needed funding through OCHA inter-sectorial meetings.

Through a dedicated webpage, the Logistics Sector supported humanitarian actors involved in the emergency response by providing key operations information including: situation updates, minutes of weekly coordination meetings, templates for service request, custom information. Information was disseminated regularly through a dedicated mailing list and via the Logistics Cluster website. Altogether, 42 Information Management (IM) products were produced and published on the website. Emergency Telecommunications The national Emergency Telecommunications Cluster has provided internet connectivity using equipment shipped from WFP Dubai and Luxembourg. This connectivity was provided for humanitarians in the Office and the Maroantsetra District Office as part of the response.

The ETC has deployed staff from Ericsson Response, the Government of Luxembourg and WFP to support the Government, non-Government Organizations (NGOs) and United Nations agencies, such as Care International, Croix Rouge Malagasy and United Nations Children's Fund (UNICEF). The Government of Madagascar proved to be satisfied with the IT response and a letter of appreciation was received.

JUSTIFICATION FOR THE REVISION: At the time of drafting the Special Operation, needs in terms of people and infrastructure affected by cyclone Enawo were still not fully visible. The affected areas are very remote and were completely cut off following the cyclone. The SO was drafted on the basis of the first needs assessments conducted by humanitarian responders and estimations made by local authorities, which foresaw a worse scenario than actually materialized. Needs in terms of surge staff, and provision of services to the humanitarian community were consequently lower than initially anticipated. The SO has unspent balances that will be utilized through a no-cost extension in time to continue government capacity strengthening in emergency preparedness and purchases of assets which tackle the constraints encountered during the Enawo response. PLANNED ACTIVITIES: Extension of logistics services

One additional rotation of sea transport toward Antalaha and Maroantsetra will be executed to allow organizations with no logistics budget to deliver the remainder of their cargo to the affected areas. Extension of storage services will further be offered in the named locations to allow for the reception of the remaining interagency cargo.

In addition, extension of river transport to allow for complete delivery of humanitarian cargo to the last delivery points will be granted to the humanitarian community.

Preparedness activities

The extension will also allow for the continuation of capacity strengthening activities, include trainings for WFP, the BNGRC, and other partners (in warehousing, logistics coordination, information management, minimum preparedness actions) and purchase of assets such as speedboats, which aim to tackle the constraints encountered during the Enawo response.

RECOMMENDATION:

In light of the above, a budget revision for Special Operation 201070 in order to extend the project in time - additional 4 months until 31/10/2017 - is recommended for approval by the Regional Director.