4. Partnerships -Partners’ familiarity -Effectiveness of Australian Unlikely Moderate Moderate -Annual strategic meetings attended by Moderate underpinning with each other’s responses lessened senior management of the relevant areas of logistics capability, systems and processes DFAT, ADF and the commercial service -Broad community including with ADF, falls away provider to critically review interoperability understanding of and breakdown and preparedness. -Humanitarian support for Australian Logistics Working involvement in humanitarian - High level continued engagement with the Group ceases and emergency responses ADF on coordinating logistics capability. operation lessened -Humanitarian Logistics Working Group - Discontinuation of - Effectiveness of responses remains functional, meeting twice a year and DFAT-ADF liaison lessoned provides a report to the annual strategic officer positions meeting. - Damage to bilateral -Partners familiarity relationships and -Annual in-house mini-reviews (critical issues with each other’s partnerships with donors sessions) at the operational level of DFAT, systems and processes ADF, DFAT commercial service provider, and declines where appropriate, other partner agencies, to reflect on lessons learned. - lack of coordination among necessary -DFAT remains active in OCHA/National actors logistics cluster. -Periodic tests of joint protocols, procedures and response mechanisms involving DFAT, ADF, DFAT’s service provider and other parties where appropriate. - DFATs resourcing and management of the role includes allowing time for maintaining the partnerships.
4. Partnerships underpinning logistics capability, including with ADF, breakdown -Partners’ familiarity with each other’s systems and processes falls away -Humanitarian Logistics Working Group ceases operation - Discontinuation of DFAT-ADF liaison officer positions -Partners familiarity with each other’s systems and processes declines - lack of coordination among necessary actors -Effectiveness of Australian responses lessened -Broad community understanding of and support for Australian involvement in humanitarian and emergency responses lessened - Effectiveness of responses lessoned - Damage to bilateral relationships and partnerships with donors Unlikely Moderate Moderate -Annual strategic meetings attended by senior management of the relevant areas of DFAT, ADF and the commercial service provider to critically review interoperability and preparedness. - High level continued engagement with the ADF on coordinating logistics capability. -Humanitarian Logistics Working Group remains functional, meeting twice a year and provides a report to the annual strategic meeting. -Annual in-house mini-reviews (critical issues sessions) at the operational level of DFAT, ADF, DFAT commercial service provider, and where appropriate, other partner agencies, to reflect on lessons learned. -DFAT remains active in OCHA/National logistics cluster. -Periodic tests of joint protocols, procedures and response mechanisms involving DFAT, ADF, DFAT’s service provider and other parties where appropriate. - DFATs resourcing and management of the role includes allowing time for maintaining the partnerships. Moderate