Humanitarian Logistics Association HLC 2007 HLA Genesis The Marco - - PDF document

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Humanitarian Logistics Association

HLC 2007

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HLA Genesis

• The Marco Polo Declaration 2005

– Committed to establish association of humanitarian logistics professionals

• Enhance the level of support provided to humanitarian

programs to improve lives of beneficiaries

• Strongly emphasize the key role of field logistics

practitioners in the successful provision of humanitarian relief programming

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WHY HLA

To build a community of practice for advancing the humanitarian logistics profession by promoting cross organizational learning and collaboration

Mission of HLA: HLA will:

• Be the leading, independent organization for professional

development of humanitarian logisticians

• Provide fora for exchanging knowledge and experience and

developing concrete solutions

• Develop best practice standards by working with academia,

commercial organizations and others to build up humanitarian logistics practice

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What are we trying to Achieve?

Value Proposition Critical Components

• Requires critical mass of logisticians

as members

• Must have support and recognition by

humanitarian organizations to its value

• Central human resources repository is

accessible to and used by

• rganizations and individuals

Support professional development

• f humanitarian logisticians
• Bridge commercial logistic issues with

humanitarian logistics

• Clearly articulate challenges in

humanitarian logistics that impact services to beneficiaries

Leverage combined knowledge and experience of humanitarian and commercial logisticians

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HLA Value Proposition

Value Proposition Critical Components

Enhance collaboration among different actors

• Create standardized processes
• Develop common vocabulary
• Recognition by Stakeholders of clear

linkage and implication of logistics to success of programs

• Define role of logistics in ensuring

programs reach their objectives

Link logistics activities to various programs

• Able to benchmark best practices
• Provide a central body that will analyze

field practices and propose solutions to

• n-going challenges

Foster innovation in humanitarian logistics practices

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HLA is Unique

• First sector-wide individual membership organization of

professional humanitarian logisticians

• Neutral and objective body – above organizational politics
• Focus on humanitarian logistics, ensuring proper level of

dedication and understanding of specific needs of it members

• Potential to bring systemic changes through operational

efficiency and organizational effectiveness

*Promote a broader understanding of the relevance of the logistics function to the humanitarian objective

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The Opportunity

Professionalize Leverage Knowledge Coordinate investments

Increase Logistics Effectiveness Improve the Lives and Dignity of Beneficiaries

• Move beyond emergencies, define what we can to

make organizations’ missions succeed

• Need to be more precise about how logistics can

contribute to organizational objectives

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Programs and Priorities

Communication Career Development Solutions/Tools Conferences Certification and Training

• CHL owned by community
• Ensures sustainability of

programs

• Provide periodic review of

content over lifetime of CHL

• Annual meetings
• Regional workshops and

networking events

• Access to new

developments

• Enhance career

development

• Provide networking
• Link to broader initiatives
• Robust website
• Database of membership
• Mentorship
• Career development

Research and Knowledge Leadership

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Path Forward

How can HLA:

• Become the leading independent organization for professional

development for humanitarian logisticians?

• Create regional workshops and networking events

– What subjects? – Where should workshops take place?

– Who is our target audience?

• If our goal is about enhancing the humanitarian logistics profession,

how do all the different players fit together?

– Fritz Institute – Donors – CILT – Private sector – Can HLA be the umbrella organization?

Opportunity for you to share your ideas

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Phased Approach

Phase 1 Phase 2

Progress to date Activities and Milestones Characteristics

At HLC:

• Endorse HLA
• Review and agree on

Value Proposition

• Review and agree to

move forward with specific actions to support HLA

• Self-sufficient
• Registered as legal

entity

• Formal constitution
• Created Steering

Committee

• Defined membership

structure

• Put forth interim officers
• Defined and prioritized

programs

• Initial contact made with

donors

• Developed Business Plan
• Articulated Value

Ongoing:

• Secure additional funding
• Recruit members
• Build awareness among

both organizations and individuals Proposition

• Set priorities for

programs

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Mandate and Roles

Fritz Institute Steering Committee HLC Act as Secretariat Represent fellow humanitarian logisticians Give feedback to steering committee Provide funding for incubation/start up Ensure strategic direction in line with original intent Provide new approaches Perform leadership, execution, and coordination functions Establish and manage sub-committees Act as communication channel to general public

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Path Forward

Key Success Factors Challenges Approach

• Funding

Diversify funding

• Sustainability
• Increase Membership
• Traditional donors more likely to

fund specific programs Define appropriate corporations

• What is HLA’s role in projects?
• Define membership benefits

more clearly

• Define HLA around major

logistics challenges

• Link areas of donor interest with

HLA programs that help in resolving these challenges

• Pursue sponsorship of

programs and events with corporations

• Charge fees for regional

workshops and seminars

• Stress diversity of HLA

membership; capacity building

• Demonstrate tangible results

– Newsletter – Website – Regional workshops

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Back up slides

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Membership Structure

Grade Definition / Criteria for Selection Membership dues Senior Member

• Individuals who brought significant contribution to

the profession

• Individuals who have the Level 3 of CHL or a

recognised degree (master level) and 7 years of experience in logistics in the humanitarian sector, including at least 2 at the strategic level $150 Member

• Individuals with 5 years of experience and

managerial level (at field or HQ) in logistics within humanitarian sector

• Individuals who have the Certification in

Humanitarian Logistics and 2 years of experience

• Individuals currently working for humanitarian
• rganizations or donor organizations who have the

Certification in Humanitarian Logistics or a recognised degree in supply chain but have no or very limited work experience in the field $100

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Membership Structure

Grade Definition / Criteria for Selection Membership dues Associate

• Open to an individual who is currently working as a

logistician for a humanitarian organization or donor

• rganization
• Open to in

$20 Affiliate

• Professional in logistics who show an interest and

involve themselves in the sector and/or the work of the association $100 Student

• Individuals going through the Certification process.
• Students working in humanitarian logistics
• Those with less than 3 years working experience in

logistics within the humanitarian sector and are not currently employed by a commercial company $20

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HLA Board of Governors - proposed

• Carsten Voelz, CARE
• Jean-Christophe Crespel, ACF
• Chairman: ??