SOLLIMS Sampler Special Edition, May 2017 - Page 23

JTF-Haiti had a proven logistical system to manage its own requirements; however, it was not designed for managing external flights, requirements, cargo, etc. In spite of this challenge, however, JTF-Haiti’s airmen were able to increase flights at the international airport from 13 per day (pre-quake) to a peak of 150 per day. However, even this capacity fell short of the demand. SOUTHCOM’s 12th Air Force, in coordination with the UN, then developed a system of time- slots and priorities – driven by the Haitian government – that at least served to meet Haiti’s major requirements on a day-to-day basis. The earthquake had rendered both of the two main piers of the Port-au-Prince seaport as “unusable.” JTF-Haiti, with assistance from U.S. Transportation Command, quickly established a Joint Logistics Over-the-Shore capability to bring supplies in from the sea. This doubled the number of shipping containers received in Haiti from pre-quake numbers. Also, JTF-Haiti established a temporary port capability at the Port-au-Prince seaport through the use of two contracted Crowley barges. This further enhanced the flow of supplies into Haiti and reduced some pressure on the international airport. From the beginning, the focus of JTF-Haiti was to save lives and mitigate suffering. Security – to protect the people from gangs, looting, and acts of violence – was also an initial concern. However, JTF-Haiti’s close working relationship with MINUSTAH and the cooperation and professionalism by MINUSTAH in conducting security operations enabled the JTF to focus its efforts on humanitarian assistance operations. In the first few days following the earthquake, Lieutenant General P.K. Keen (U.S./JTF-Haiti commander) and Major General Floriano Peixoto (Brazil/MINUSTAH force commander) discussed the necessity and a concept for a safe and secure environment. Bringing their staffs together on this issue ensured that priorities and workloads were aligned. It enabled MINUSTAH to provide the requisite security, while JTF-H could then focus on delivery of food, water, and emergency medical care. Regular meetings between forces contributed to unity of effort and mission accomplishment. Another excellent example of partnering was in the development and execution of the first major food distribution plan for Operation Unified Response. JTF- Haiti, the World Food Program, MINUSTAH, and various UN agencies contrib- uted to this effort through joint and combined planning. The locations for 16 food distribution sites throughout Port-au-Prince and its surrounding communities were mapped out, requirements determined, and concepts of operation written, and then these critical sites were rapidly established and supported – for initial deliveries and sustained distribution. Through these nodes, and through the teamwork and communication between these partners (prompted and facili- tated by JTF-Haiti), more than two million Haitians received much-needed food and water on a regular basis. Table of Contents | Quick Look | Contact PKSOI Page 22 of 36