diverse representation and evolution of resilience guidelines … · 2017-12-03 · d3.2 diverse...

Project number: 653289

Project duration: June 2015 – May 2018

Project Coordinator: Richard Sanders,

SINTEF

Website: www.h2020darwin.eu

HORIZON 2020: Secure Societies

TOPIC DRS-7-2014

Crisis and disaster resilience –

operationalising resilience concepts

RESEARCH AND INNOVATION ACTION

The research leading to these results has received funding from Horizon 2020, the European Union's Framework Programme for Research and Innovation (H2020/2014-2020) under grant agreement n° 653289.

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D3.2 Diverse representation and evolution of resilience guidelines support Final

ADAPT TO SURVIVE

Expect the unexpected and know how to respond

D3.2 Diverse representation and evolution of resilience guidelines support –Final

VERSION

1.0

DATE

28-April-2017

ABSTRACT

The DARWIN project aims to develop state of the art resilience guidelines and innovative training modules for crisis management. The guidelines, which will evolve to accommodate the changing nature of crises, are developed for those with responsibility for protecting the population or critical infrastructure/services from policy to practice.

The purpose of this deliverable is to provide an initial outline of tools and resources that will allow end-users easy access to the DARWIN Resilience Management Guidelines (DRMG). This deliverable benefits from:

DARWIN practitioner and academic requirements for resilience management guidelines (D1.3);

Survey concerning existing format and access to crisis management guidelines used by target end-users designed and created by T3.1;

Interviews with end-user stakeholders;

Status on needs concerning development of evolving DRMG provided by WP2;

Deliverable 2.1 Generic Resilience Management Guidelines;

Stakeholder mapping and analysis carried out by WP2;

Results from DARWIN Community of Practitioners workshop 2016 and from the resultant deliverable, D5.2;

Results from the DARWIN Community of Practitioners (DCoP) workshop 2017 and feedback survey completed by DCoP members.

Readers from the DARWIN project will use this document and associated templates for elaboration of DRMG. This document may also be of use to practitioners and researchers interested in the development of resilience management guidelines for crisis management.

KEYWORDS: Resilience, Resilience Engineering, Crisis Management, Formats, Guideline Review

DELIVERABLE ID

D3.2

SYGMA ID

D8

DISSEMINATION LEVEL

PU

DELIVERABLE TYPE

OTHER



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AUTHORSHIP AND APPROVAL INFORMATION

EDITOR

Ciara Eustace / CARR

DATE

28-04-2017

CONTRIBUTORS

Matthieu Branlat / SINTEF

Ivonne Herrera / SINTEF

Antoine Pultier / SINTEF

Luca Save / DBL

Per Martin Schachtebeck / TUBS

DATE

28-04-2017

REVIEWED BY

Per-Anders Oskarsson / FOI

Giuseppina Mandarino / ISS

DATE

02-03-2017

01-03-2017

APPROVED BY

Richard Sanders / SINTEF

DATE

27-04-2017

ETHICS BOARD REVIEW REQUIRED? SECURITY BOARD REVIEW REQUIRED?

No No

Project number: 653289

Project duration: June 2015 – May 2018

Project Coordinator: Richard Sanders,

SINTEF

Website: www.h2020darwin.eu

HORIZON 2020: Secure Societies

TOPIC DRS-7-2014

Crisis and disaster resilience –

operationalising resilience concepts

RESEARCH AND INNOVATION ACTION


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Release history VERSION DATE VERSION DESCRIPTION / MILESTONE DESCRIPTION

1.0 28 April 2017 Released



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Members of the DARWIN consortium ............................................................................................................................. ..................................................................................

Stiftelsen SINTEF (SINTEF)

NO-7465 Trondheim

Norway

www.sintef.com

Project Coordinator:

Richard Sanders

[email protected]

+47 906 80 634

............................................................................................................................. .....................................................................................

Technische Universität Braunschweig

(TUBS)

DE-38106 Braunschweig

Germany

www.tu-braunschweig.de

Contact: Thomas Feuerle

[email protected]

............................................................................................................................. .....................................................................................

Carr Communications (CARR)

Dublin 4

Ireland

www.carrcommunications.ie

Contact: Eddie Shaw

[email protected]

......................................................................... ............................................................................................................................. ............

Deep Blue Srl (DBL)

IT-00198 Rome

Italy

www.dblue.it

Contact: Luca Save

[email protected]

............................................................................................................................. .....................................................................................

ENAV S.p.A

IT-00138 Rome

Italy

www.enav.it

Contact: Giancarlo Ferrara

[email protected]

............................................................................................................ ......................................................................................................

Istituto Superiore de Sanità (ISS)

IT-00161 Rome

Italy

www.iss.it

Contact: Luca Rosi

[email protected]

............................................................................................................................. .....................................................................................

Totalförsvarets forskningsinstitut (FOI)

SE-16490 Stockholm

www.foi.se

Contact: Rogier Woltjer

[email protected]

.................................................................................................... ..............................................................................................................

Katastrofmedicinskt Centrum (KMC)

SE-58330 Linköping

Sweden

www.regionostergotland.se/kmc

Contact: Rebecca Forsberg

rebecka.forsberg@regionostergotla

nd.se

............................................................................................................................. .....................................................................................

Ben-Gurion University of the Negev

(BGU)

IL-8410501 Beer Sheva

Israel

http://in.bgu.ac.il/en/

Contact: Limor Aharonson-Daniel

[email protected]

http://www.sintef.com/ses

mailto:[email protected]

http://www.tu-braunschweig.de/


http://www.carrcommunications.ie/


http://www.dblue.it/


http://www.enav.it/


http://www.iss.it/


http://www.foi.se/


http://www.regionostergotland.se/kmc



http://in.bgu.ac.il/en/




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Table of contents

Executive Summary ................................................................................................................................ 9

1 Introduction ................................................................................................................................ 10

1.1 Purpose of the document ............................................................................................................ 10

1.2 Intended readership .................................................................................................................... 10

1.3 Relationship with other deliverables ........................................................................................... 10

1.4 Acronyms and abbreviations ....................................................................................................... 11

2 Strategy for representation of resilience guidelines support ......................................................... 13

3 Requirements for representation of guidelines ............................................................................. 14

3.1 Target end-users .......................................................................................................................... 14

3.1.1 D1.3 Target requirements on the guidelines ................................................................... 14

3.1.2 DCoP Feedback on target end-users ............................................................................... 15

3.1.3 Specific Target end-user groups ...................................................................................... 15

3.2 Format and access ....................................................................................................................... 17

4 Review of existing formats, access and practices of Crisis Management Guidelines ....................... 20

4.1 Overview of existing guidelines in healthcare, aviation and petroleum industry ....................... 20

4.1.1 Healthcare – current formats, access, and practices of crisis management guidelines ........................................................................................................................ 20

4.1.2 Air Traffic Management - ENAV Crisis Management Guidelines ..................................... 23

4.1.3 Air Traffic Management - IAA Crisis Management Guidelines ........................................ 25

4.1.4 Petroleum industry – formats and practices relevant to crisis management guidelines ........................................................................................................................ 27

4.2 Survey questionnaire – mapping formats, access, and practices August 2016 ........................... 30

4.3 Results from interviews with domains relevant to DARWIN ....................................................... 33

4.3.1 Crisis Management Guidelines in Transportation ........................................................... 33

4.3.2 Civil Protection Guidelines ............................................................................................... 35

4.3.3 Water Infrastructure Guidelines ...................................................................................... 37

4.4 DARWIN Community of Practitioners Workshop Survey............................................................. 38

4.5 Overview of formats across critical infrastructures from policy to practice ............................... 40

5 Ensuring ease of development and use of guidelines .................................................................... 42

5.1 Format considerations for the development and use of guidelines ............................................ 42

5.1.1 Guidelines building blocks: the “concept cards” ............................................................. 42

5.1.2 Limitations in flexibility and evolution of format ............................................................ 42

5.2 Development of the DARWIN Wiki application ........................................................................... 43

5.3 The DARWIN Resilience Management Guidelines App ............................................................... 44

5.3.1 DARWIN Field Guide App ................................................................................................. 46

5.4 Representation and evolution of guidelines via VR/AR and serious gaming ............................... 46



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5.4.1 Augmented Reality, Mixed Reality, and Virtual Reality ................................................... 46

5.4.2 The choice of a Virtual Reality game ............................................................................... 47

5.4.3 The resilience manager role ............................................................................................ 47

5.4.4 Training and mini-games ................................................................................................. 48

5.4.5 Art .................................................................................................................................... 48

5.4.6 Hardware and Software technologies ............................................................................. 48

6 Implementation of the DARWIN Wiki and associated formats ...................................................... 50

6.1 Format for data entry and revision .............................................................................................. 50

6.2 Delivery formats ........................................................................................................................... 51

6.2.1 Format for DRMG developers .......................................................................................... 51

6.2.2 Format for DRMG users in office settings ....................................................................... 53

6.2.3 Format for DRMG users in the field ................................................................................. 55

6.2.4 Navigating and retrieving information in the DRMG ....................................................... 56

6.3 Future steps ................................................................................................................................. 58

6.3.1 Feedback about the guidelines format and DARWIN Wiki .............................................. 58

6.3.2 Collecting feedback on the guidelines from outside reviewers ...................................... 59

6.3.3 Hosting of application ...................................................................................................... 60

7 Conclusions ................................................................................................................................. 62

7.1 Main results ................................................................................................................................. 62

7.2 Limitations.................................................................................................................................... 62

7.3 Further work ................................................................................................................................ 62

7.3.1 Delivery formats .............................................................................................................. 62

7.3.2 Resilience management app............................................................................................ 63

8 References .................................................................................................................................. 64

A Annexes ...................................................................................................................................... 65

A.1 Template for creating DRMG Concept Cards ............................................................................... 65

A.2 Excerpt of template filling guide .................................................................................................. 66

A.3 Crisis Management Guidelines format and access survey questions August 2016 ..................... 67

A.4 DARWIN Questionnaire Guidelines Format revised March 2017 P1 ........................................... 68

A.5 DARWIN Questionnaire Guidelines Format revised March 2017 Page 2 .................................... 69

A.6 Norwegian University of Science and Technology (NTNU) Topic proposed in 2016 and 2017: Resilience Engineering and Serious Games ................................................................................. 70

A.7 TUBS and NTNU: Investigating Resilience Guidelines Application for Crisis Management (APP) proposed in 2016 and 2017 ............................................................................................... 70



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Table of Figures

Figure 1: Map of DARWIN stakeholders in context ....................................................................................... 16

Figure 2: Cover and Table of Contents of the WHO Human Health Toolkit: Chemical Hazards. ................. 21

Figure 3: Generic road map for chemical risk assessment in the context of the Toolkit following the

conventional Risk Assessment Paradigm. ....................................................................................................... 22

Figure 4: Cover and Table of Contents of EUROCONTROL Guidelines for Controller Training ................ 24

Figure 5: IAA Crisis Management Guidelines Full Document Format .......................................................... 25

Figure 6: IAA Guidelines Leaflet Front Cover................................................................................................ 26

Figure 7: IAA Guidelines leaflet inside ........................................................................................................... 26

Figure 8: IAA Guidelines Aide Memoire ........................................................................................................ 27

Figure 9: Emergency preparedness in the oil & gas based on risk management ............................................. 29

Figure 10: Screenshot of welcome page of DARWIN Survey on formats for crisis response material ......... 30

Figure 11: Screenshot of page 3 of the survey ................................................................................................ 31

Figure 12: Guidelines formats per user group-DCoP Survey April 2017 ....................................................... 39

Figure 13: Preferred guideline products ranked 1-4-DCoP Survey April 2017 .............................................. 39

Figure 14: DARWIN Wiki application. .......................................................................................................... 43

Figure 15: Main screen of emergency response app prototype ....................................................................... 45

Figure 16: Procedure screen of emergency response app prototype ............................................................... 45

Figure 17: Screenshot of the first entry in the procedure to wake up an unconscious person ......................... 45

Figure 18: HTC Vive headset .......................................................................................................................... 46

Figure 19: Schema of a session with participants around a table and a touchscreen, and a resilience manager

in VR ............................................................................................................................................................... 47

Figure 20: Screenshots of the current game version ........................................................................................ 48

Figure 21: First page of the web form used in DARWIN Wiki for creating, reviewing and editing a concept

card .................................................................................................................................................................. 50

Figure 22: Partial snapshot, in editing mode, of the “Noticing brittleness” concept card ............................... 52

Figure 23: Partial snapshot, in Developer viewing format, of the “Noticing brittleness” concept card .......... 53

Figure 24: Partial snapshot (1), in User reading format, of the “Noticing brittleness” concept card .............. 54

Figure 25: Partial snapshot (2), in User reading format, of the “Noticing brittleness” concept card .............. 55

Figure 26: Partial snapshot of the “DRMG Field Guide” ................................................................................ 56

Figure 27: Accessing and navigating content .................................................................................................. 57

Figure 28: Mock-up of a discussion with external reviewers in the DARWIN Wiki ..................................... 59

Figure 29: Screenshot of DARWIN Resilience Management Guidelines Table of Contents ......................... 61



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List of Tables

Table 1: List of abbreviations .......................................................................................................................... 11

Table 2: DRMG Target Requirements from D1.3 ........................................................................................... 14

Table 3: D1.3 format and access requirements to be addressed by the DRMGs ............................................. 18

Table 4: Relationship between format of guidelines and type of end-users in ATM ...................................... 25

Table 5: Tabulated responses to Survey Question 7 ........................................................................................ 33

Table 6: Overview Critical Infrastructure users and format ............................................................................ 41



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Executive Summary This Deliverable (D3.2) aims to offer proposed formats and access to the DARWIN Resilience Management

Guidelines in order that they may be easily adopted and used by end-users in the resilience and crisis

management community. D3.2 is an update of Deliverable D3.1, therefore some parts contain the same

information as in D3.1, but these parts are further elaborated. This document presents the final strategy for

the diverse representation of the DARWIN Resilience Management Guidelines (DRMG). This deliverable

benefits from:

The completion of D2.1 Generic Resilience Management Guidelines, in January 2017;

The completion of the second DARWIN Community of Practitioners Workshop, in March 2017;

Further surveys and interviews with end-user organisations;

DARWIN practitioner and academic requirements for resilience management guidelines (D1.3);

Survey concerning existing format and access to crisis management guidelines used by target end-

users designed and created by T3.1;

Status on needs concerning development of evolving DRMG provided by WP2;

Results from DARWIN Community of Crisis and Resilience Practitioners workshop and from the

resultant deliverable, D5.2.

The revised mapping of the stakeholders confirmed that the primary target users of the DRMG are

executives in the critical infrastructure and crisis and resilience professionals, but revealed a larger need in

Non-Governmental Organisations (NGOs) and in the civil protection area.

Prevalent guidelines formats and access currently in use among end-users are presented and analysed with a

focus on guidelines in the Healthcare, ATM, and Petroleum industries. These are complemented by a survey

of end-users which was carried out by WP3 in 2016. In 2017, a survey was conducted among DARWIN

Community of Practitioner (DCoP) members. There were also interviews carried out with representatives of

a water utility company, a transportation administration, and a civil protection organisation. According to the

survey, web applications are considered most suitable for crisis managers whereas a wiki is thought to be

more useful for organisation leaders, but least useful for frontline operatives. The latter are considered to be

served best by mobile applications and field manuals.

Furthermore, DCoP recommend the usage of short versions of the concept cards and welcome adopted

guidelines to their specific fields.

The wiki mentioned is being developed by the DARWIN team to facilitate the knowledge management of

the concept cards developed in WP2 and to ensure suitable access to them.

While the work on delivery formats has largely concentrated on electronic media through the use of the

DARWIN wiki, future formats representative of envisioned uses include paper copies of guidelines and field

manual.

Readers from the DARWIN project will use this document and associated templates for elaboration of the

DRMG. This document may also be of use to practitioners and researchers interested in the development of

resilience management guidelines for crisis management.



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1 Introduction

1.1 Purpose of the document

This deliverable, which is an update of Deliverable 3.1 (September 2016), outlines the strategy for

representing and disseminating the resilience management guidelines. It is principally informed by the work

of WP2: Development of evolving resilience guidelines, and tasks 2.1, 2.2, and 2.3 therein. It is also informed

by results of WP1’s work on researching and evaluating concepts and practices of crisis management, i.e.

D1.2 “Evaluation and selection of resilience concepts and approaches” and D1.3 “Practitioner and

academic requirements for resilience management guidelines”. Task 3.2 of DARWIN has provided input to

issues around Augmented and Virtual Reality in accessing the guidelines. D3.2 is also informed by the

DARWIN Community of Practitioners (DCoP), through interaction and interviews with end-users.

1.2 Intended readership

Deliverable 3.2 is a public document and therefore is not restricted in its circulation. It is particularly targeted

at the Project Officer and Reviewers, as well as the DARWIN project coordination team, and all DARWIN

Work Packages (WPs). Other potential readerships listed below in the section dedicated to target end-users

are also the focus of this deliverable.

Within the DARWIN project partners, especially WP2, WP3 and WP4 will be interested in this document.

Outside of the project, DARWIN Community of Practitioners (DCoP) members, members of the European

resilience and crisis management community, resilience and crisis operatives in Healthcare, Air Traffic

Management (ATM), oil and gas, railway and civil protection may be interested in this document.

1.3 Relationship with other deliverables

The strategy presented in this document receives inputs from the following deliverables:

D1.1 – Consolidation of resilience concepts and practices for crisis management: This

deliverable presents a collection of concepts, approaches and practices for resilience management,

which formed the basis for the work conducted in task 1.2 for deliverable D1.2.

D1.2 – Evaluation and selection of resilience concepts and approaches: This deliverable

describes the criteria used for the evaluation of resilience concepts, a consolidated phraseology for

these concepts, the way towards a prioritisation of the concepts and the results thereof.

D1.3 – Practitioner and academic requirements for resilience management guidelines: These

requirements form the basis for the generic guidelines in D2.1 and are thereby an indicator on an

appropriate representation. This document will be available for the revised D3.2.

D2.1 – Generic Resilience Management Guidelines: These are the guidelines, whose visualisation

and layout are defined in T3.1. Because the WP has started only shortly before the delivery of the

present deliverable, the formats and designs can be described only very vaguely.

D4.1 – Evolution Plan: The scenarios designed for the evaluation of the guidelines have to be

considered for the selection of suitable formats.

D4.2 – Initial Evaluation of the guidelines: To coordinate with the evaluation of the resilience

guidelines, the process of the evaluation will have to be taken into consideration for the selection of

suitable formats.

D5.2 - DCoP resilience concepts, users and academia interactive workshops [WS1]: The

concepts and tools outlined in the initial version of D3.1 were presented to DCoP members at this

workshop. The results of the workshops are recorded in D5.2.

D7.3 – Initial Data Management Plan: This deliverable provides guidance on procedures

concerning research data

D7.4 – Ethical approvals collection from relevant competent authorities for collecting data:

D7.4 includes template concerning interviews addressing data protection used in this deliverable.

The strategy presented in this document provides inputs to the following deliverables:



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D2.2 – Resilience Management Guidelines adapted to healthcare: The guidelines for the

healthcare sector will use the format and layout defined in D3.2.

D2.3 – Resilience Management Guidelines adapted to ATM: Analogous to the guidelines for

healthcare, the ones for ATM will utilize the findings of D3.2.

D3.3 – DARWIN Resilience management guidelines toolkit: In this deliverable, the tools used to

emphasize the effects of the guidelines are covered. D3.1 and D3.2 provide insight on where

supporting tools are recommended.

D3.4 – Resilience management concepts and application tutorials: This deliverable describes the

material used in training courses to enhance resilience management and uses the methods described

in D3.1 and D3.2.

D4.3 – Pilots' implementation and evaluation: The format of the guidelines will affect the way the

persons involved in the pilots studies will be briefed, thus, D3.2.

D4.4 – Final Guidelines Evaluation Report: This deliverable represents the final evaluation of the

guidelines and takes their final layout and methods into account. D3.2 is one of its principle inputs.

1.4 Acronyms and abbreviations

Table 1: List of abbreviations

Term Explanation

ALARP As Low As Reasonably Practicable

ANSP Air Navigation Service Provider

ATCO Air Traffic Controller

ATM Air Traffic Management

CAA Civil Aviation Authority

DCoP DARWIN Community of Practitioners

DG ECHO Directorate-General for European Civil Protection and Humanitarian Aid

Operations

DoA Description of Action

DR DARWIN Requirement

DRF Form Requirement on development of Guidelines

DRMG DARWIN Resilience Management Guidelines

DRX ConteXt Requirement on development of Guidelines

DSHA Defined Situations of Hazards and Accidents

EASA European Aviation Safety Agency

ENAC Ente Nazionale per l'Aviazione Civile (the Italian CAA)

ENAV ENAV S.p.A. – Società Nazionale per l’Assistenza al Volo

(the Italian ANSP)

EPA Emergency Preparedness Analysis

EU European Union



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Term Explanation

FERMA Federation of European Risk Management Associations

GRF Form Requirement on the Guidelines

HQ Headquarters

HR Human Resources

HSE UK Health & Safety Executive’s Energy Division

IAA Irish Aviation Authority

IANS Institute of Air Navigation Services by EUROCONTROL

IBM International Business Machines Corporation

IT Information Technology

KM Knowledge Management

NEA Norwegian Environment Agency

NGO Non-Governmental Organisation

NOROG Norwegian Oil and Gas Association

NORSOK NORsk SOkkels Konkurranseposisjon

NTNU Norwegian University of Science and Technology (Trondheim)

OGED UK Oil & Gas Environment and Decommissioning Team

OSDR Offshore Safety Directive Regulator

PSA Petroleum Safety Authorities

URL Uniform Resource Locator

WHO World Health Organization

WP Work Package

WS Workshop



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2 Strategy for representation of resilience guidelines support This strategy aims to ensure that the correct end-users are identified and that the guidelines are available in

forms and formats that are accessible to end-users. Specific forms and formats that are tailored towards

specific end-user groups will allow end-users to access the guidelines in formats that best suit their needs.

Through the identification of relevant end-users, both for the generic guidelines and the guidelines adapted to

Healthcare and ATM and analysis of existing forms and formats of guidelines, recommendation of suitable

and useful forms and formats for specific end-users, this strategy will facilitate the optimal take-up of the

guidelines.

Since D3.1 was drafted, new information regarding the guidelines, their formats, and end-users has become

available. D1.3, which was finalised in February 2016, provides valuable insights into the required form and

format of the guidelines and their end-users which inform this strategy. The DCoP workshop which took

place in March 2016 was used by WP3 to test the proposed tools, formats and end-users of the guidelines on

the DCoP workshop participants. These results are recorded in D5.2. The workshop also provided an

opportunity to learn about formats and how they are accessed by different end-users in different emergency

settings across Europe. D2.1 Generic Resilience Management Guidelines was completed in January 2017,

and this provides the foundation for the proposed formats and access for the DARWIN Resilience

Management Guidelines (DRMG).

Since the completion of D2.1 further research was carried out to determine the most relevant formats and

access among end-users, through interviews and a survey. The scope of end-user interviewees was

broadened to include the transportation sector, a water utility company, and a civil protection agency. The

survey was carried out with participants of the DCoP workshop, March 2017. Having the completed version

of D2.1 as context for these interviews and surveys provided improved insight into relevant and practical

formats and access of guidelines for end-users.

This strategy details representation of the guidelines as they stand at Month 22 (April 2017) of the project.

The guidelines adapted to Healthcare and ATM will be published in Month 24 (May 2017). Further work on

how the DRMG can be presented and accessed is addressed in section 7.3



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3 Requirements for representation of guidelines This section summarises the main requirements for the development of the guidelines in terms of end-users

and formats and access. This is in order to ensure that the proposed tools and processes meet the needs of

end-users. Section 3.1 examines the target end-users and uses a number of sources: D1.3 as it relates to

DRMG target requirements, and target end-users in particular. The target end-user groups outlined in the first

version of D3.1 are outlined here, as they were validated by DCoP members at the Linkoping DCoP

workshop in March 2016. Format and access requirements are informed by D1.3. This section also includes a

stakeholder analysis informed by WP2, Task 2.1. Section 3.2 addresses the requirements for formats and

access.

3.1 Target end-users

The main target end-users of the DRMG will be members of the crisis and emergency management

community in general, as well as specifically in Air Traffic Management and Healthcare. Previous DARWIN

research (D1.2 and D1.3) on the requirements for guidelines from academic and practitioner perspectives,

provides further focus of the target end-users of the DRMG; the development of Resilience Management

Guidelines, and; D3.1, all assist D3.2 in identifying suitable target end-users of the DRMG. D2.1 also carried

out a stakeholder analysis which specifies which stakeholders in which domains should be target end-users

of the DRMG.

3.1.1 D1.3 Target requirements on the guidelines

The target requirements on the guidelines have been developed in WP1 and published in D1.3.

Table 2: DRMG Target Requirements from D1.3

Req-

ID Requirement

How requirement are addressed in

this document

GRT-

01 The DRMG should specify the targeted scope

The DRMG should specify the targeted geographical scope Through analysis of existing guidelines

and previous WP3 work carried out on

target-end-users this document gives

examples of possible geographical scope.

This document gives specific examples

of targeted user scope.

The DRMG should specify the targeted user scope

The DRMG should specify the targeted time scale scope

The DRMG should specify the targeted scope of crisis

The DRMG should specify the targeted phases of a crisis

GRT-

02 The DRMG should include use of social media by emergency

authorities, first responders and the public as part of resilience

management.

This requirement is addressed by

referring to work that has been carried

out by other EU funded projects in the

field of social media in crises and

emergencies.

GRT-

03 The DRMG should address specific users This deliverable specifies suitable

formats through which end-users may

best access the DRMG

GRT-

04 The DRMG target users are policy-making (European,

national, regional, organisational), managerial, and

operational roles, at infrastructure operators, service

providers and related stakeholders, who have responsibility

for critical infrastructures that might be affected by a crisis, as

well as the public (community members, municipalities,

voluntary services, and other recognised services and legal

entities that can act by mandate) and media (regarding

communication to general public during response, use of social

media, and mass communication)

This deliverable addresses each of these

target user groups-giving examples

where possible



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3.1.2 DCoP Feedback on target end-users

At the DCoP workshop in Linkoping in April 2016, end-user and academic participants provided their

perspectives on the target end-users proposed in D3.1. As part of a wider workshop they were asked the

specific question: Do you think the target end-user groups are appropriate? The three groups generally

agreed with the proposed target audiences, those proposed in the 1st version of D3.1: Policy makers,

Executive management roles, operational roles, and community members.

One group specified the need for the media to be considered as an end-user and as an important resilience

stakeholder, considering the role they play in emergency communications.

3.1.3 Specific Target end-user groups

This section outlines specific target end-user groups that were identified during the drafting of D3.1 As the

guidelines were at a very early conceptual developmental stage, a number of target end-users were identified

based on stakeholder mapping and analysis by T3.1 partners. These end-user groups were also informed by

reference to DARWIN end-users in the DoA (Section B, Table 2.2.1) and, especially in the crisis and

resilience community, and in Healthcare and ATM specifically.

As the scope of the guidelines had yet to be defined when stakeholder mapping and analysis took place, the

geographical scope was defined by EU level and DARWIN partner countries.

Further stakeholder mapping and analysis was carried out under T2.1 and summarised in D2.1. The main

recommendations from the stakeholder analysis in D2.1 that are most relevant to D3.2 include:

Greater representation of Critical Infrastructure providers other than Healthcare and ATM.

A wider geographical representation, other than Sweden and Italy, is needed.

Current stakeholders include policy maker, operational management, operational roles and academia.

Community members and consultants need to be included.

While regional and national level organisations are included, there is a need to address local and

European level.

In addition to policy makers and managers, regulators, front line operators and community leaders

need to be included.

The stakeholder analysis enabled further identification of individuals or groups that are likely to affect or be

affected by the DARWIN Management Guidelines. The results can be summarized in the stakeholder map

provided below (Figure 1). They can be categorized as primary, secondary and tertiary stakeholders affected

by their context (adapted from [10]). Primary stakeholders are those persons or organizations who manage

crises and emergencies. They are direct recipients of the guidelines and represent a high priority need. These

are the most important professionals and end-users of the guidelines. They influence the development of the

guidelines. Secondary stakeholders influence the development or are affected by the guidelines in our case

operational roles, front line operators, policy makers, national or international committees. It is essential that

their interests be considered for the proposed innovation to fit into the existing arrangements (e.g.

compatibility with existing procedures, practices and systems). Tertiary stakeholders are external actors who

do not benefit directly or make decisions that affect the development of the guidelines but have an influence

of its success (e.g. consultants). Finally changes in the environment can also affect the deployment of the

guidelines like economical or market changes. Note that all layers presented in the map influence each other

and are not in isolation.



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Figure 1: Map of DARWIN stakeholders in context

Policy Makers

Reaching key decision and policy makers in the policy arena will ensure that guidelines are available at the

highest level of resilience planning and also with a great potential multiplier effect.

Government departments of the countries covered by the members of the DARWIN consortium which are

responsible for Air Traffic Management include EUROCONTROL at EU level, the Italian Ministry of

Transport (Ministero delle Infrastrutture e dei Trasporti), the Department of Transport in Ireland, and the

Norwegian Ministry of Transport and Communications.

At EU level, the Emergency Response Coordination Centre and the European Commission DG ECHO

(European Commission Humanitarian Office) will be important target end-users and stakeholders. The

European Union Agency for Network and Information Security will be an important target end-user for

sections of the guidelines relating to cyber-attacks. The European Commission DG ECHO and FERMA, the

Federation of European Risk Management Associations will also be key end-users for these guidelines.

Ireland’s Office of Emergency Management is housed in the Department of Defence, while Italy’s Civil

Protection Department is housed in the Presidenza del Consiglio dei Ministri. Norway’s Emergency

Management is organised by the Norwegian directorate for civil protection.

At EU level European Commission DG Health and Food Safety, and the European Centre for Disease

Prevention and Control will be key end-users. The target end-users for the resilience guidelines in Ireland

will be the Department of Health and the Health Service Executive. In Norway, the Ministry of Health and



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Care Services will be the target end-users for the guidelines as they relate to healthcare, and for the same

reason, in Italy it will be the Italian Ministry of Health (Ministero della Salute).

Executive Management Roles

Those in managerial roles in emergency and disaster planning and management will be important target end-

users for the guidelines. The managerial roles are the organisation members that are not necessarily in direct

contact with the crisis situations, but shape, through their work, how operations might be conducted (for

instance, by establishing high-level priorities and allocating resources over large scales). Managers in ATM,

Healthcare, and Emergency Management will have responsibility for practical planning and implementation.

For staff at this level of responsibility in an organisation the guidelines will provide support for strategic

decisions during crises (e.g., inserted into a 24h planning cycle of disaster response). The guidelines will also

allow the evolution of an organisation’s practices, training, objectives, etc. in the short to medium term. For

staff at this level, the tempo of operations is typically medium to long term, which will allow for the

integration of the guidelines into medium term and strategic managerial planning. Managerial staff will avail

of the guidelines before, between and after crises.

Operational Roles

Operational roles are filled by those who are in direct contact with the management of crises. Staff at this

level includes police services, fire services, ambulance services, paramedics, and emergency and disaster risk

management staff in organisations such as water, gas, and electricity utilities.

The guidelines provide support for tactical decisions during crises, and for training on crisis management

prior to events occurring. Since tempo is typically highest at the operational level of the organisation,

potential access to guidelines requires very concise and easily accessible format.

Non-Governmental Organisations

Organisations such as the Red Cross and Civil Defence are often on the front line of emergencies, and in

Ireland for example, the Red Cross is “is formally recognised by the state’s plan to deal with major

emergencies as an auxiliary to the state’s services” [7].

The Civil Defence provides frontline support to emergency services in first response to emergencies. They

cooperate with emergency services in severe weather, flooding, major accidents, fire-fighting, and searching

for missing people.

As NGOs are closely integrated with policy and frontline emergency services, and they consist of many

volunteer/community emergency responders they are an important target end-user of the guidelines.

Community Members

As citizens and communities are often the first responders to emergencies, guidelines need to be easily

available when communities face the need to manage crises. The most important information for

community/citizen responders will be who to contact and what action to take. Guidelines will serve as entry

points to basic information and about who/what organisations exists that can be contacted for support. This

information can serve both for preparedness, response and survival.

The Media

The mainstream media is an important stakeholder in emergencies. Broadcast media is often first to the scene

and plays a vital role in keeping citizens informed and up to date [8].

3.2 Format and access

This section provides initial information on the formats and access that have been considered the most

suitable means to work on, in order to comply with a set of selected requirements on guidelines coming from

D1.3. In Table 3, with regard to each requirement, activity to properly address them has been proposed.

These requirements have been selected from the following D1.3 categories:



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Form Requirement on the Guidelines (GRF);

Form Requirement on development of Guidelines (DRF);

ConteXt Requirement on development of Guidelines (DRX).

The choice has been made considering those requirements which are more specifically related to the

objective of this deliverable, which means the identification of format and access for the DRMG. The

Requirement ID has been modified during WP2 work in T2.1 in order to simplify the concepts derived in

D1.3 and to be further used in the development of DARWIN Guidelines.

More information on the concept categorisation can be found in D2.1 [3].

Moreover, in some of the statements in the column “Activities to address the requirements on format and

access”, it is cited the “DARWIN Wiki”. A wiki platform is the Knowledge Management (KM) solution

adopted to structure, store, organise and access the DARWIN Guidelines contents, thus to address and best

fulfil the requirements relative to format and access of the guidelines. In sections 5 and 0, the rationale,

process of development, the description and functions of the above-mentioned wiki platform are explained in

greater details.

Table 3: D1.3 format and access requirements to be addressed by the DRMGs

Requirement ID Requirement Formulation Activities to address the requirements on

Format and Access

DR-001 GRF-01 The DRMG should be represented in a

form that is understandable for the target

user

Involve end-user in development and/or

validation of guidelines. Collect feedback

on the format at each evaluation cycle,

including the initial evaluation of DRMG

in Task 4.3.

DR-002 GRF-02 The DRMG should be concisely written When necessary, during the first cycle of

the evaluation in the framework of WP4,

the DRMG will be refined in order to

achieve a concise format.

Use dynamic web content in DARWIN

Wiki to present more or less detailed

information, allowing the user to start

from concise content, and expand it if

desired.

DR-003 GRF-03 The DRMG should support that the

content can be rapidly accessed

Leverage the DARWIN Wiki capabilities

to organize and retrieve information. The

creation of different ways to ‘navigate’

the DRMG allows easy access and search

of relevant content by the users. This

structure could be preferred especially

when the user needs quick information.

On the other hand, the user can read and

analyse extensive explanations when time

does not represent a potential constraint

for the management of a situation.

DR-004 GRF-04 The DRMG should be useable as a

practical guide

Apply usability heuristic principles to the

design of the DRMG.

DR-005 GRF-05 The DRMG should be presented in a way

that takes the target users' context into

account

Analyse examples of the working

environments in which it is envisaged

that the DRMG will be used. Design the

DRMG in a way to make them adaptable

to different operating contexts.

Based on the identification of the use

contexts, develop guidelines formats and

access means for information delivery



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Requirement ID Requirement Formulation Activities to address the requirements on

Format and Access

using the DARWIN Wiki.

Include content elements (e.g. specific

text fields in the Concept Cards) referring

to examples of resilience practices in

specific crisis management contexts, so to

highlight the contextual elements

necessary for the success of a certain

resilience concept and to allow analogies

with other situation domains.

DR-006 GRF-06 The DRMG should present alternative

means to the ends it recommends to

achieve

Design the DRMG with a format that

distinguishes the generic resilience

principles enunciated, from the specific

examples of application of same

principles, so as to encourage their

potential users to trace analogies with

their own crisis management situations

and to consider alternative means to

achieve the same goal.

DR-007 GRF-07 The DRMG should incorporate

innovative uses of social media

techniques in real-time management of

emergencies

Analyse existing formats, accesses and

practices of crisis management guidelines

to identify alternative formats and new

potential uses of social media techniques.

Include in the DRMG the techniques that

appear to better satisfy the users’ needs.

DR-093 DRF-01 The development of the DRMG should

consider different formats for the

presentation of the DRMG

Involve end-users in the development

and/or validation of guidelines. Collect

feedback on the format at each evaluation

cycle, including the initial evaluation of

DRMG In Task 4.3.

Based on the identification of the use

contexts corresponding formats for

information delivery will be created using

the DARWIN Wiki.

DR-094 DRF-02 The development of the DRMG should

consider the inclusion of tools as part of

the DRMG

Design the DRMG in a digital wiki-like

format, allowing different resilience

concepts to be linked among each other

based on agreed classification criteria

(e.g. target end-user, phases of

application during a crisis, etc.).. Select

the criteria considering the point of view

of the user while searching for specific

resilience concepts. Design the wiki-like

format of the guideline contents, in a way

to make the same content accessible

through different tools and platforms (e.g.

PC, tablets, smart phones, etc.).

DR-114 DRX-03 The development of the DRMG should

consider enablers and barriers for the

users’ implementation and application of

the DRMG

Design the DRMG in a format to make

them accessible in different

infrastructural conditions, with the

necessary adaptations (e.g. availability of

essential contents in case of network

breakdown, provision of contents in

different formats, depending on the

available bandwidth).



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4 Review of existing formats, access and practices of Crisis Management Guidelines

This section presents a structured review of the prevalent formats and type of access to guidelines available

in Europe in different domains, addressed to personnel dealing with crisis and resilience management. The

concerned domains are primarily Healthcare and ATM in which DARWIN is specialised, but other Critical

Infrastructure domains are also covered: the petroleum industry, transport administration, and water and

wastewater infrastructure industries. Civil Protection is also covered. Although the DRMG are not intended

to replace guidelines internal to each organization, there is an expectation that an adequate understanding of

the most common format and access strategies will facilitate the compatibility of the DRMG with existing

guidelines, thus improving their effectiveness. Therefore, the following structured review is intended to

inform recommendations for the most appropriate DRMG formats and access. Existing guidelines’ format,

access and practice was studied by means of a survey, which was created by T3.1 and circulated among end-

users from the project consortium as well as external end-users. This survey was open from the 1st

to the 28th

of August 2016 (Annex 3). The same questions were addressed to another group of stakeholders by T3.1 in

March 2017. During this period, the questions were addressed either through interviews between DARWIN

partners and stakeholders, or through responses to the questionnaire (Annexes 4 and 5). Following the DCoP

workshop in March 2017, a short survey was circulated among DCoP members in order to determine their

attitudes to and experience with guidelines’ format and access.

4.1 Overview of existing guidelines in healthcare, aviation and petroleum industry

4.1.1 Healthcare – current formats, access, and practices of crisis management guidelines

The existing healthcare guidelines were analysed during a workshop with representatives of the end-users

held in Rome in the context of WP1 to collect initial indications on the actual use of guidelines (see

Appendix B in [4]). Among other aspects, the review made during the workshop allowed to gather

information on the formats normally used in healthcare in both generic and specific contexts. One of the

findings was that the type of context in which the guidelines are used has a direct impact on the format of the

guidelines.

The current guidelines are both long-format and simplified documents, characterised by references to case

studies and lessons learnt that help the end-users to make comparisons and differentiate between past and

present emergencies, supporting the decision-making process and the evaluation of the best approach to

choose in order to manage the situation.

The end-users can use the guidelines during an emergency, when time is the main constraint, before and/or

after a critical situation as a tool that supports the analysis of a potential crisis and for the measures to be put

in place in order to prevent accidents. Moreover, to help the end-users to deepen the guidelines contents, a

list of scientific references and website links to practical examples are provided and can be consulted, if the

end-users need additional resources. An easy access is facilitated by road maps, figures and flow charts,

together with the possibility to make use only of some specific sections of the document.

An example of such a guideline is the WHO Human Health Risk Assessment Toolkit: Chemical Hazards1.

The Toolkit supports users to identify, acquire, and use the information needed to assess chemical hazards,

exposures, and the corresponding health risks in their given health risk assessment contexts at local and/or

national levels [5]. These guidelines contain road maps essential to conduct a human health risk assessment,

they offer additional information to be collected for completing an assessment and, moreover, they provide

electronic links to international resources that give further indications on the methods to adopt for the human

health risk assessment.

1 The extended version is available at www.who.int/ipcs/methods/harmonization/areas/ra_toolkit

http://www.who.int/ipcs/methods/harmonization/areas/ra_toolkit/en/



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The end-users of the WHO guidelines are the public health and environmental professionals, regulators,

industrial managers and other decision-makers with at least some training in the principles of risk assessment

and who have a role in assessing and managing human health risks of chemicals [5].

The WHO Human Health Risk Assessment Toolkit: Chemical Hazards table of contents and the most

representative pages for the scope of this deliverable are reported here below, to give a clearer understanding

of the format characteristics explained in the previous paragraphs. In Figure 2, the examples of the case-

studies provided by the WHO guidelines are highlighted in red boxes, while Figure 3 gives an example of

road-map for Risk Assessment analysis.

Figure 2: Cover and Table of Contents of the WHO Human Health Toolkit: Chemical Hazards.



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Figure 3: Generic road map for chemical risk assessment in the context of the Toolkit following the conventional Risk

Assessment Paradigm.

On the other hand the generic guidelines2 are mainly long-format documents with several annexes that are

produced for the different stakeholders and organisations taking part in the management of a crisis during its

development. These kinds of guidelines do not give specific information and their format needs to be adapted

to the specific context in which they are used. They are considered as the source document from which the

organisations can start to create their own guidelines.

In regard to this second category of guidelines, the example discussed during the workshop was Direttiva

concernente “Indirizzi operativi per la gestione delle emergenze”. It is an emergency management guideline

that aims to define operational procedures to optimise the National Civil Protection Service capabilities to

alert, respond and adapt when handling a critical situation. These procedures are used to organise and

manage the exchange of information, the coordination and allocation of responsibilities among the actors

involved. In addition, the guideline provides the description of the organisational model to adopt during the

management of the emergency. The model contains indications on the primary interventions that at national

level must be put in pace, in order to appropriately support the regional and local response of the Civil

2 The guidelines issued by the Italian Home Office “Direttiva concernente ‘indirizzi operative per la gestione delle

emergenze’, available at www.prefettura.it/palermo/contenuti/37595.htm.

http://www.prefettura.it/palermo/contenuti/37595.htm



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Protection. They are more generic indications on what each user must do during the emergency, with few

specific indications on the methodologies and strategies to adopt. The sections of the document, which

directly refer to the role of the organisations involved, are characterised by bullet points and lists of the

interventions to put in place in the very first phase of the emergency and in the first 12 and 24 hours. They

are mainly for the initial response and not for the phases of learn and evolve.

The end-users are the representatives of the components of the operative Structures of the National Civil

Protection Service and of Public and Private Bodies and Administrations, which manage emergencies

together. They are, specifically:

National Civil Protection;

National technical services: e.g. the electricity service providers, the National Autonomous Roads

Corporation, and the telephone service provider;

Voluntary service;

National Railways;

National Alpine Cliff and Cave Rescue Corps (C.N.S.A.S);

Fire Department;

Armed Forces;

Forestry commission;

Coastguard;

Police Forces;

Italian Red Cross;

National Health Service;

Autonomous Regions and Provinces;

ENAC;

ENAV;

National television (RAI).

4.1.2 Air Traffic Management - ENAV Crisis Management Guidelines

In the same WP1 workshop mentioned in section 4.1, it was possible to make a review on the actual use and

adoption of ATM guidelines with the help of the ENAV end-users representatives. The review was made

taking into account two different target users of guidelines in the ATM domain: policy makers from one side

and front-line operators from the other side. These two categories of users make different use of the

guidelines and also adopt different formats.

The current guidelines developed for policy makers and all the people involved in higher level decision

making are usually provided by international authorities (for instance EUROCONTROL or EASA) or

developed internally by the organisations.

Policy makers use guidelines developed with different formats: a long-format document or a more simplified

slide-like one. The former can be adapted to different contexts, according to the situation the users have to

manage; therefore they have standardised long-format formats, which the end-users can consult and use to

facilitate the management of a critical situation, particularly in the phases before and after a crisis. The latter

are created for training and have a simplified slide-like format as the guidelines mainly used by Air Traffic

Controllers (ATCOs).

An example of these guidelines, provided by the participants during the workshop, are the EUROCONTROL

Guidelines for Controller Training in the Handling of Unusual/Emergency Situations (Figure 4). This

document and its associated annexes are the result of a workshop on how to handle emergency situations,

held at the EUROCONTROL Institute of Air Navigation Services (IANS), Luxembourg, in April 1996. The

guidelines are based on the contents of the presentations which were made during the workshop, in many

cases based on real incidents, in order to reflect and discuss on the need for continuation training for air



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traffic controllers on this topic. The guidelines also include a ‘checklist’ to be used for a proper handling of

any critical situation in which the controller’s action is required, together with a set of acronyms which may

help the controllers to easily remember the immediate actions, or sequences of actions, to be followed on

initial notification of any incident. Figure 4 below shows the cover and table of contents of the

EUROCONTROL Guidelines for Controller Training in the Handling of Unusual/Emergency Situations3,

which are used by the Air Navigation Service Providers (ANSPs) as source document to produce their own

training material for ATCOs.

Figure 4: Cover and Table of Contents of EUROCONTROL Guidelines for Controller Training

In fact for front-line operators, as the ATCOs, guidelines are normally not used during operational situations,

where only provisions and procedures with precise indications on how to handle critical situations in real

time are actually used. On the other hand, the guidelines are used during training sessions, but only in a

simplified format to allow a quicker access to the relevant notions, as opposed to the format adopted for

policy makers. In this specific case of ENAV, the guidelines examples produced internally for training

purposes have not been provided during the WP1 workshop, since they are considered confidential.

However, they are entirely based on the EUROCONTROL guidelines mentioned above.

Table 4 below provides a visual summary of the differences explained in the previous paragraphs between

the guidelines format adopted and used by two kinds of end-users in ATM domains: Decision makers and

Front-line operators. The decision makers use both long-format documents and simplified slide-like ones;

while the front-line operators use only simplified slide-like document for the training. On the other hand, for

real time responses the front-line operators do not use guidelines, but provisions and procedures, which do

not take the form of long-format documents.

3 The entire document is available at www.skybrary.aero/bookshelf/books/15.pdf.

http://www.skybrary.aero/bookshelf/books/15.pdf



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Table 4: Relationship between format of guidelines and type of end-users in ATM

Long-format Document

Simplified Slide-Like

Document

Decision makers

Front-line operators

4.1.3 Air Traffic Management - IAA Crisis Management Guidelines

The Crisis Management Guidelines of the Irish Aviation Authority (IAA) cover crisis management strategy

and procedures in the event of a crisis that will impact the normal services and functions of the IAA.

These particular guidelines were chosen due to their relevance to the DARWIN focus on Air Traffic

Management, and thanks to professional connections with the IAA within the project.

The IAA uses hard copies of crisis management guidelines to ensure that all stakeholders know their roles in

the event of an emergency. These guidelines are available in a large report style document (See Figure 5) that

covers different activities within the IAA. The report is broken down in to different sectors including Crisis

Management Plan, Crisis Communications Plan, HQ Business Continuity Plan, HR Plan, Crisis Management

Contact List, and IBM Contingency Site.

There are also a number of supporting formats including a leaflet and an aide-memoire (business card size)

for ease of access in different situations.

The report style document is intended for senior management of the IAA in order to ensure the safety of

passengers in IAA airspace, as well as staff, in the event of an emergency. The guidelines are also intended

to provide for business continuity and a timely flow of accurate information in event of an incident.

The report style document is large and heavy and is most suitable to pre-crisis training and simulations. The

leaflet style publication and aide-memoire are more suited to actual emergency situations as they are more

portable and flexible.

Figure 5: IAA Crisis Management Guidelines Full Document Format



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During an emergency or an incident, key information from the crisis management guidelines is available in

leaflet format (Figure 6).

Figure 6: IAA Guidelines Leaflet Front Cover

This leaflet acts as a checklist in crisis situations and reminds crisis stakeholders of the crisis management

organisational structure, impacts and responses, reporting formats, as well as vital contact information

(Figure 6).

Figure 7: IAA Guidelines leaflet inside



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There is also an “aide memoire” document which comes in a business card sized format, which is suitable to

carry in a wallet or card holder (Figure 8).

Figure 8: IAA Guidelines Aide Memoire

4.1.4 Petroleum industry – formats and practices relevant to crisis management guidelines

Information gathered in this section was collected through different sources of information such as

documents review and informal interviews with two practitioners. This section focuses on how crisis

management is organized in the Norwegian Continental Shelf, but some information concerning the UK

continental shelf is also presented. In the Petroleum industry the most common terminology used for crisis

management is emergency preparedness and response. It relates to major hazard accidents and other

situations with imminent risk for personnel or the environment requiring emergency response (e.g.

pandemic, sabotage, and work related injuries requiring acute assistance).

In Norway, crisis management is controlled through Petroleum Safety Authorities (PSA) regulations for

health, safety, and the environment. The PSA is an independent government regulator for responsibility of

safety, emergency preparedness and working environment in the Norwegian petroleum industry4. The PSA

management regulation set requirements of how crisis management is established through risk and

emergency preparedness analysis. To help the operators to achieve the level of crisis management required

by the authorities several guidelines and standards have been established. The management regulations

specify management and duty to provide information. It includes planning, resources, competence and

emergency preparedness. These regulations are available online including guidelines and interpretation5

(http://www.psa.no/framework-hse/category403.html#p20). The Norwegian Environment Agency (NEA) is

the regulating authority for discharges to sea, emissions to air and use of chemicals. NEA is involved in

setting requirements for environmental monitoring and oil spill emergency preparedness. The Offshore

Safety Directive Regulator (OSDR) is responsible for overseeing industry compliance with the EU Directive

on the safety of offshore oil and gas operations. OSDR is a partnership between UK Health and Safety

Executive’s Energy Division (HSE) and UK Department of Energy & Climate Change’s Offshore Oil and

Gas Environment and Decommissioning Team (OGED). OSDR is responsible for the regulation of major

safety and environmental accident hazards.

Based on PSA and NEA requirements, Norwegian Oil & Gas Association (NOROG) has developed more

detailed guidelines for the installations including emergency preparedness and related training. NOROG is a

professional body and employers’ association for oil and supplier companies engaged in the field of

exploration that works to solve common challenges for its members. This group is engaged in the

4 Regulation in the petroleum industry are risk-and performance based including emergency preparedness: www.psa.no

5 Emergency preparedness offshore, onshore and coordination guidelines and interpretations available at

http://www.psa.no/framework-hse/category403.html#p20

http://www.psa.no/framework-hse/category403.html#p20



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development of guidelines and training courses including safety and emergency response6. All guidelines are

available online, some of them only in Norwegian language. These guidelines should be used accordingly

with the Creative Commons License. Some guidelines are complemented with lists in Excel, e.g. indicating

medication and recommended equipment. Some relevant guidelines examples are the following:

002 Guidelines for safety and emergency preparedness training (Guidelines reference code 002)

064 Guidelines for area emergency preparedness (Norwegian) (Guidelines reference code 064)

094 Recommended guidelines for requirement specifications for survival suits (Guidelines reference

code 0

109 Recommended guidelines for the management of pandemic influenza

016 Minimum requirements for competence, medicine, and equipment to be used on a standby

vessel

In the UK, UK Health and Safety Executive have produced a suite of operational guidance documents (As

Low as Reasonable Practicable - ALARP guidelines) that sets out principles and guidelines required by

operators. Principles and guidelines are established in order to assist the UK Health and Safety Executive in

its judgements that operators have reduced risk as low as reasonably practicable. In practice, these guidelines

are mostly prescriptive requirements complementing the regulations.

NORSOK7 Standards are developed with a broad petroleum industry participation to ensure adequate safety,

value adding, and cost effectiveness for petroleum industry developments and operations. NORSOK Z-013

complements and provides detailed guidance on how PSA management regulation on risk and emergency

preparedness and analysis can be operationalised by the operators. This is available on the web8 and in pdf

format. Figure 9 shows the content of the NORSOK Z-013 addressing risk and emergency preparedness9.

Operators implement the above regulations and guidelines into their organisation together with their own

standards and requirements. These internal guidelines and procedures are available on the organisation’s

internal website. During an emergency situation, there is an emergency preparedness room where first

responders are coordinated offshore. An emergency preparedness centre onshore supports and is the liaison

between offshore and joint rescue centre. Concerning guidelines there are checklists and emergency

preparedness plans describing roles and responsibilities including action plans for the different defined

situation of hazard and accidents scenarios (DSHA). Based on these specific scenarios emergency prepared-

ness is established. Examples of DSHA across the petroleum industry are hydrocarbon release, oil spill to the

environment, fire or explosion, loss of well control (blowout e.g. Deepwater Horizon), loss of stability, loss

of position, evacuation. Emergency and preparedness plans are available both on the internal website and in

paper form. However, in an emergency situation there is no time to consult emergency preparedness plans,

thus the importance of relying on training and check lists. The most important systems for offshore

organisation are communication systems with checklists that include details regarding who is contacted for

which problem, medical resources and danger limitation systems. Additional aids include write-logs and

boards. The log is important to describe decisions and actions. For people on-board an installation, there is

an overview concerning who is on-board at any time. In addition, there are station bills providing concise

6 Professionals and employees association are involved in the elaboration of industry guidelines and courses:

www.norskoljeoggas.no 7 "Etymology - NORsk SOkkels Konkurranseposisjon" is a project created to reduce the execution time of projects and

development and operating costs for petroleum installations on the Norwegian continental shelf. The project is a

collaboration between players in the oil industry, especially Norwegian Oil Industry Association, Norwegian Industry

and government. The work came at the initiative of Minister Finn Kristensen in 1993. One significant result was

NORSOK standards, new industry standards that replaced most internal specifications in oil companies operating on the

Norwegian continental shelf and in addition several parts of the NSA regulations. NORSOK standards are revised

regularly. Standardisation part of the project was in 1996 transferred to the now renamed Standard Norway. 8 PSA Section 17 addressing risk analysis and emergency preparedness available at:

www.ptil.no/management/category401.html#_Toc377975509 9 NOSOK Z-013 available at: www.standard.no/en/webshop/ProductCatalog/ProductPresentation/?ProductID=459004

http://www.norskoljeoggas.no/

http://www.ptil.no/management/category401.html#_Toc377975509

http://www.standard.no/en/webshop/ProductCatalog/ProductPresentation/?ProductID=459004



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information for evacuation and prompt action. After the emergency situation, messages and reports are

prepared to inform that the situation is normalized. It includes documentation, pictures and register personnel

involved. Debriefings and after-action reviews are documented as required by regulations and internal

company practices. Depending on the emergency situation, the scale and involvement of stakeholders in

investigation activities varies.

Figure 9: Emergency preparedness in the oil & gas based on risk management

In the Petroleum industry special terminology is used and is defined in the NORSOK standards (NORSOK

Z-013, 2010). Terminology can meet or exceed requirements specified in other standards (e.g. ISO 17776

Petroleum and natural gas industries - Offshore production installations – Guidelines on tools and techniques

for identification and assessment of hazards). Some important terms concerning emergency preparedness are:

Defined situations of hazards and accidents (DSHA). “The DSHAs indicate the range of events that an

installation’s emergency preparedness must be prepared to face. These situations are identified by means

of risk analysis, experience and qualified evaluation. All requirements to emergency preparedness must

be fulfilled with regard to these situations.”

Emergency preparedness. “Technical, operational and organizational measures that are planned to be

implemented under the management of the emergency preparedness organization in case hazardous or

accidental situations occur, in order to protect human and environmental resources and assets.”

Emergency preparedness analysis (EPA). “Analysis which includes establishment of DSHAs,

including major design accidental events, establishment of performance requirements and their

fulfilment and identification of emergency preparedness measures.”

Emergency response organization. “An organization which is planned, established, trained and has

exercised in order to handle occurrences of hazardous or accidental situations. The emergency

preparedness organization includes personnel on the installation as well as onshore, and includes all

personnel resources that will be activated during any accident or hazard occurrence.”



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Performance requirements for safety and emergency preparedness. “Requirements to the performance

of safety and emergency preparedness measures ensure that PSA minimum requirements and established

norms are satisfied during design and operation. The term ‘performance’ is to be interpreted in a wide

sense, and include availability, reliability, capacity, mobilization time, functionality, vulnerability, and

personnel competence, expressed as far as possible in a verifiable manner.”

4.2 Survey questionnaire – mapping formats, access, and practices August 2016

T3.1 carried out a survey in order to identify existing formats, access, and practices among end-users.

Questions were elaborated by WP3 partners according to what information was needed in order to make

recommendations on the suggested formats and access to crisis management guidelines by European end-

users. The questions were then adapted as an online survey using the tool LimeSurvey

(/www.limesurvey.org/) Survey screenshots are included at figures 10 and 11 below, but are meant for

illustrative purposes only. The survey questions are outlined in a later paragraph in this section, and in Annex

3. The survey was distributed among a number of end-user project partners in the relevant domains (ATM

and Healthcare) and external stakeholders in ATM. The survey was open for four weeks from the 1st until the

29th of August 2016 and received four complete responses.

Figure 10: Screenshot of welcome page of DARWIN Survey on formats for crisis response material



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Figure 11: Screenshot of page 3 of the survey

The paragraphs below outline the questions asked and summarise the responses.

Survey Questions

Question 1: Which domain are you active in?

Question 2: Is there a common terminology established for crisis management in your domain?

Question 3: Who are the stakeholders involved in crisis management in your specific domain from policy

and practice and what is their relation to crisis management guidelines?

Question 4: What are the relevant procedures, guidelines, formats and ways of access for crisis management

prior, during and after an event for policy makers?


prior, during and after an event for management personnel?


prior, during and after an event for operational personnel?

Question 7: Which format works best in which situation? Please describe one or more situations and the best

format for these situations. (e.g. Situation: "Cyber-attack" - Format: "hard copy checklist" - Reason:

"electrical system down") (Reason for preferred format)

Question 8: Is there any type of social media used during real-time management of a crisis event?

Summary of Survey Responses



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There were a number of subsections to the questions, which are displayed in Appendix 3; this section will

summarise the most relevant findings of the survey.

Each respondent reported that there was a common terminology for crisis management in their

domains.

It was also reported across all respondents that crisis management guidelines are in use by all levels

of staff in their organisations, including Policy Makers, Executive Management, and Operational

Personnel.

In both Healthcare and ATM, it was reported that hard copy documentation as well as digital formats

of crisis management guidelines are used by Policy Makers and Executive Management roles before,

during, and after crises.

One Healthcare respondent reported that Operational Personnel use books, manuals, digital

documentation, and check-lists before, during, and after an emergency event.

One ATM respondent reported that Operational Personnel access crisis management guidelines in

training situations, but that there are no guidelines available at the frontline position.

In response to questions about which formats work best in which situations, please see responses to Survey

Question 7 in Table 6 below.

Notes:

Social Media did not feature strongly in responses to the survey. One respondent reported that they

use Twitter to communicate with external stakeholders during a crisis, and one reported that they use

WhatsApp for internal communications during a crisis. One respondent reported use of the corporate

website for external communications.

In the free text box for comments on this topic, one respondent suggested using satellite devices as

an alternative means of communication during crises.



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Table 5: Tabulated responses to Survey Question 7

Domain Event Format Reason

Healthcare Water contamination due to a

natural disaster (flood) Toolkit/ manual as road map

Practical guide with

practical inputs. It

follows the risk

assessment paradigm

Healthcare Dysfunction of health

devices European check-list

It encompasses all steps

of a procedure to be

checked. It is shared

among all European

countries.

Healthcare Difficult management during

organs transportation Hard copy policy document All-embracing

ATM

Lack of IT System

Availability

Cyber Security issues

Grid power down

Natural event with massive

effects

Hard copy Possible unavailability

of systems

ATM

Aircraft with electrical

problems

Depressurization

Hijack

Checklist Easy to read and quick

access to relevant info

4.3 Results from interviews with domains relevant to DARWIN

T3.1 partners carried out interviews with representatives of critical infrastructure and civil protection

operators in Europe in March and April 2017. This was a continuation of previous research in to formats and

access of resilience / emergency management guidelines. Interviews were carried out in lieu of other means

of research due to restrictions with the infrastructure operators, such as an inability to share guidelines

outside of the infrastructure operator, and a preference for an interview over a questionnaire. In accordance

with DARWIN D7.3 Initial Data Management Plan, the interview results have been anonymised, in order to

protect the identity of the interviewees and their companies. One interview was carried out with a

representative of a transportation administration summarised in section 4.4.1. One interview was carried out

with a civil protection representative, summarised in section 4.4.2, and one interview was carried out with a

representative of a water infrastructure operator, summarised in section 4.4.3. As questions 1 to five address

the interviewees’ place of employment, job title and position, these questions and answers have been

omitted.

4.3.1 Crisis Management Guidelines in Transportation

In this section, we describe results from an interview conducted with a member of a Transportation

Administration from a European country. In addition to administering issues of licensing and certificates,

The Transport Administration is responsible for long-term planning of the transport system for all types of

traffic (railway, road, ferries), as well as for building, operating and maintaining public roads and railways.

The administration operates at European, national and regional levels. Relative to the management of crises,

it is involved both in policy making activities and in the handling of events (e.g., repair or reconstruction

following an accident on railway or road).



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In this context, the interviewee is involved as a policy officer in aspects of crisis management, risk and

contingency management. The group he leads deals with issues of business intelligence and resilience issues

and includes one person from each area of planning, maintenance, etc. Below are the answers provided for

the questionnaire.


The terminology used in their documents (books, laws, guidelines) is the common language used by multiple

organizations cooperating with the government. The same terminology for crisis management is used in all

domains (road, rail, ferry) they are involved in.

Question 7: Who are the stakeholders involved in crisis management in your specific domain from

policy and practice and what is their relation to crisis management guidelines?

They are working with municipalities at the local level, regions at the regional level, and government

officials at the national level. They interact with a lot of other authorities at each level.

In the railway domain, they interact with a branch organization involving the rail administration and other

rail companies. They also interact with “blue light” organizations (police, fire, etc.) and, commonly, the

military. Those interactions occur in all phases: before, during and after incidents.

After accidents, After Action Reviews are conducted with all relevant organizations, even in the case of a

small event. An accident investigation authority is involved in the context of big crises – loss of life, injured

people. An external transport agency is the control and safety authority and ensures they are following all the

rules and regulations to allow them to put traffic on the rails. The authority follows up what the Transport

Administration is doing (or not) after an accident.

Question 8: What are the relevant procedures, guidelines, formats and ways of access for crisis

management prior, during and after an event for policy makers?

Last summer, a lorry crashed into a bridge. Traffic was not allowed to go over the bridge after, leading to a

big loss of capacity. After the accident, an After Action Review was conducted in the form of a large

workshop gathering those involved in the situation, first those inside the organization, then another one for

outside organizations. The following step is to write a report. The summary of the report is used as a set of

prioritized recommendations / to-do list. They believe they could be better in organizing and following up

such events, especially more structured, since they lack standards for conducting and learning from these

accidents. Some results are written down (not in great details), and a lot still occurs by word-of-mouth.

An important lesson learned from the accident was that they lacked well-established plans for some obvious

infrastructure assets (such as this bridge). How to deal with the situation in this particular case was in 2

people’s heads. As a consequence from this accident, they are currently working on a lot of these assets

across the regions of the country. In every region, they identify the 5 most critical objects, which should lead

to specific plans. Railway is a bit more ahead than road in this process. One reason is that road management

is divided by local, regional, national, creating more complications for coordination. Some regions are more

advanced than others on those questions, it is hard to have broad, national, progress. Ferries are not so much

discussing these issues currently. In railway, they try to better work across regions.

They experienced another even late 2016, when lots of snow fell in a large urban area, leading to a bit of a

chaotic situation. The traffic was blocked, with lorries, buses stuck in snow. As an example of a result, there

was a large number of ambulances stuck, which couldn’t go out because they were waiting for drivers who

couldn’t come. Major lesson learned after a workshop conduced after the events: The Transport

Administration needs to be more restrictive and enforce limitations on traffic in order to clean up roads and

keep them open. They are not used to deal with that kind of language with their communities.


management prior, during and after an event for management personnel?

See above.



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management prior, during and after an event for operational personnel?

There are different existing formats, depending on where in the organization you work. People handling

traffic (closing or opening the roads), sitting at the traffic centres: there are plans and procedures integrated

in the IT system – most are probably in the IT system, rather than in paper format. People on the front line

(e.g., people working to clear the road of snow) tend to be private contractors; they don’t seem to carry

specific procedures or guidelines.

Prior to crises, they maintain a catalogue of prioritized threats and hazards, man-made or not, and revisit it

regularly (every other year). They also conduct a “risk and vulnerability analysis” for another government

agency. From those lists, they analyse internally, for their own purposes, how good they are or not in the face

of these types of situations. They revisit this internal assessment every year, for all roads, railways, ferries.

The process follows some procedures, in the form of questions they have to answer every year. The

questionnaire is an electronic document on the internal network, which access is restricted to the identified

work group.

Question 11: Which format works best in which situation? Please describe one or more situations and

the best format for these situations. (e.g. Situation: "Cyber-attack" - Format: "hard copy checklist" -

Reason: "electrical system down") (Reason for preferred format)

They are discussing applications for crisis management, e.g., how to deal with bomb threat. They are also

discussing issues such as electrical system down. They have a crisis management room, they are required to

being able to handle a crisis for seven days, but they are not sure how long they can do without electricity.

The IT services are discussing similar questions related to cyber events.

In his opinion, they must have both paper and electronic, and can’t rely solely on electronic during events

due to potential issues with the electrical system.


They interact with an application for crisis management information operated by a national civil agency. The

application taps into their data system to provide information to users (e.g., accident displayed on a map,

with prognosis on traffic status).

They use Instagram as well, but it is not updated all the time. They can push information during day time.

They tend to use such means in cooperation with other authorities. That is the main way they are dealing

with the media.

Social media appears sometimes useful, sometimes not. He insists on the need to be very clear about how to

use those kinds of applications. In his mind, they should be paying attention to the social media when big

accidents occur, especially, because people are looking at information they find on Facebook or Twitter. It is

critical for organizations to be in control of the information provided via social media. This applies to both

small and large events.

Question 13: Describe your ideal guidelines that work best for your domain?

You need to train and use the all-hazards approach on everything.

His biggest lesson learned is on the need to activate immediately the crisis management organization. If you

find out later it was not necessary, then you can abandon – but do not wait! It is better to activate it too often

than too few.

The ideal is to have done an even better risk management, to avoid having to activate crisis management.

4.3.2 Civil Protection Guidelines

This section describes results from an interview conducted with an interviewee who works in the Norwegian

Directorate for Civil Protection. The organisation represents a combination of both policy making and



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executive management roles (strategic, tactical and operational) when dealing with crises. The type of

organization is both national and public sector. It represents a combination of "policy maker" and "executive

management roles". The position of the organisation is also a combination of policy officer and manager, as

the organisation deals with strategy and operational actitivties.

The informer works at the analysis unit of the Directorate for Civil Protection and Emergency Planning

analysis unit. Specific responsibility concerning duty activities ensuring that personnel and resources are

available to support event demands. The organisation has responsibilities on the overall emergency potfolio

including local, regional and national preparedness and planning to DSB potfolio e.g. fire safety, electrical

safety, and civil protection. The interviewee works in the unit with reposibilitities of learning, evaluation and

training after events.

Specific mapping practices concerning crises guidelines


There is a standard terminology based on NATO. It is complemented with the existing international and

national standards terminology e.g. for risk management. For national events the practice is to follow-up

Norwegian standards, when the situation involve other nations NATO terminology is commonly used.



The Directorate (DSB) is responsible for information sharing horizontally between involved directorates, but

is also involved when information is shared with counties and municipalities. DSB also has a direct line to

the Ministry of Justice and Public Security.

The involved stakeholders (directorates and local actors) access crisis management procedures / guidelines

through the crisis management tool CIM. The above mentioned stakeholders (including municipality, county,

directorate, and ministry) all use this tool. The tool includes procedures on how to report upwards and

downwards. The tool includes also action lists.



Relevant procedures and guidelines are used depending on the event that has occurred. Relevant procedures

and guidelines are included in the tool CIM. Action cards and check lists are also included in CIM. But such

action cards and checks lists also exist as "hard copies".

Not specifically related to guidelines or procedures: different channels can be used for communication;

graded communication if required. Video conferencing is also used as a mechanism for communication

between different actors.



Answer to question 8 applies.



Answer to question 8 applies.



Reason: "electrical system down") (Reason for preferred format). CIM (IT tool) is considered a valuable

tool.

Furthermore, videoconferencing is considered an efficient tool for communication. There is a practice to

establish a communication and collaboration forum “Samvirke forum” to share information with all actors

involved, there is an established agenda. These videoconferences are very effective during and after the



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event. It is possible to save time through these organized videoconferences. Minutes and actions are

distributed right after the video conference.

Hard copy checklists are also considered value tools as back up in case electrical systems are down or IT

tools are not available. Combination of IT tools, videoconference facilities and hard copy checklists is

considered the preferred choice. Secure videoconference can be established if required.


Social media is actively used. Information is collected from all involved districts and operational units.

Confirmed and quality checked information relevant before, during and after crisis is presented and updated

as needed at http://www.kriseinfo.no. This information is intended for the general population. Relevant

information is linked to Facebook and Twitter.

There is further a communication department at DSB which communicates on social media.


The existing guidelines are in the Norwegian language "Retningslinjer for varsling og rapportering på

samordningskanal" is considered to be a guideline that is well suited. The guideline is available at the DSB

website and provides information on how the various involved actors should report (in terms of situations

reports etc.) on the coordination channel ("samordingskanal"). The IT tool CIM is used for reporting this

information e.g by providing situation reports.

Question 14: Is there something we forgot to ask that you want to add?

No. Think the questions presented broadly cover relevant aspects. The interviewee expresses that the

questions were clear and concrete.

4.3.3 Water Infrastructure Guidelines

A policy officer from a national water and wastewater utility company responded to the T3.1 questionnaire

on the 20th of March 2017. The water utility company took responsibility of water and wastewater

management from 31 Local Authorities (LA), hence some of the guidelines, procedures and processes have

been inherited, and some are newly established.


Yes. We have various Emergency Procedure Protocols. The type of incident that occurs will dictate which of

these protocols is the correct one to follow. The protocols are developed and managed by our Health, Safety,

Quality & Environmental Department (HSQE).



HSQE from the policy side. Operations from the response side. We have Crisis Management Committees

that include members from HSQE, Operations, Senior Management and Local Authorities and Design Build

Operate (DBO) Contractors (who manage the operation of the assets on behalf of the utility company).



We adhere to our own internal procedures/protocols. We tie in with the Local Authorities’ own procedures

for incidents on Drinking Water supplies which existed prior to the establishment of the water utility

company and we are assisting the LAs in developing similar plans for Wastewater Incident Plans.



As above.

http://www.kriseinfo.no/



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As above.



Reason: "electrical system down") (Reason for preferred format)

Where electronic systems are available, electronic versions work best.

However hard copies should also always be available as electricity failures cause major problems to water

utility companies, as they can result in failures in the water & wastewater treatment plant processes as well

as failure of pumping stations to function.


Yes. Twitter. Main purpose is to keep public and customers informed. The website is also used to keep the

public informed. Local radio stations are also used in the rural areas to get the message to the elderly.


The guidelines should be divided up into clear sub-divisions that should be self-contained. Each section

provided with short examples highlighting the key requirements. Clear indication as to what is a requirement

and what is an optional extra should be clear for each sub-division.

4.4 DARWIN Community of Practitioners Workshop Survey

At the DARWIN Community of Practitioners (DCoP) Workshop in Linköping in March 2017, WP3

cooperated with WP5 in order to circulate a survey among DCoP members relating to formats and access to

the guidelines. The survey questions were developed by WP3 and circulated among DCoP members by

WP5. The WP3 questions were combined with general feedback questions on the workshop, so as not to over

burden DCoP members with surveys.

The survey was circulated on the 7th of April 2017 among 24 DCoP members who attended the March 2017

workshop. The questions are the following:

What is your working domain?

What kind of guideline formats do you think are usable for which target user group?

What kind of product would you prefer? Rank it on a range from 1 (low interest) to 4 (high interest).

Can you think of additional products/formats in which the concepts and its derivatives can be

presented?

Fifteen responses were received by the 25th of April 2017. Of the 15 responses, 4 were from the aviation

domain, 7 were from healthcare, one was from civil protection, one was from water and wastewater, one was

a manager in education, and one was from air traffic control.

Please see below for a summary of responses to the question “What kind of guideline formats do you think

are usable for which target user group?”



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Figure 12: Guidelines formats per user group-DCoP Survey April 2017

As illustrated by the above graph (Figure 12), survey respondents considered a web application to be most

suitable for crisis managers (11 responses), while this format is considered less useful among policy makers

(7 responses). A wiki is considered to be more useful for organisation leaders (11 responses) and least useful

among frontline operatives (4 responses). Paper copies are most useful for policy makers, according to

survey respondents, while they are least useful for frontline operatives. Field manuals are considered to be

most useful for crisis managers, and least useful for community leaders, according to survey respondents.

Figure 13: Preferred guideline products ranked 1-4-DCoP Survey April 2017



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According to responses to the question: What kind of product would you prefer, ranked from 1 (low interest)

to 4 (high interest), the highest level of interest expressed was in a short version of the concept cards. This is

illustrated in Figure 13 (above); 6 respondents (just over 40%) expressed a high level of interest in a short

version of the concept cards. The next highest levels of interest were expressed in guidelines adapted (spelled

adopted in survey) to your field. 4 respondents (just over 30%) expressed a high level of interest in this

option.

When asked if they would recommend any further products or formats in which the concepts and their

derivatives could be presented, 6 respondents answered and 9 respondents skipped the question. Of the 6

responses to this question, 3 did not have any additional suggestions. One suggested a dedicated learning

management system such as moodle, one suggested a newsletter, and one suggested videos.

4.5 Overview of formats across critical infrastructures from policy to practice

This section has reviewed crisis management guidelines in Healthcare, ATM, Transport, Water

infrastructure, Civil Protection and the Petroleum industry. It has also benefitted from survey results and

interviews. The results are elaborated in Table 6, below.

Based on this review, it can be concluded that all levels of staff use crisis management guidelines, but not in

every situation. In one ATM organisation, Policy Makers, Executive Management staff, and Operational

Personnel use hard copy long format guidelines in pre-crisis situations such as training, but Operational

Personnel do not use guidelines in actual emergencies. In another ATM organisation hard copy long format

guidelines are in use across all levels of the organisation, but that staff also benefit from leaflets and smaller

format guidelines for quick access and ease of use in emergency situations.

Concerning terminology, there is a common language and protocols used by specific domains e.g.

transportation, healthcare, petroleum and water. The issue is that the same term does not necessarily have the

same meaning across domains e.g. from aviation to healthcare. The type of event sets the premise for the

kind of procedures, guidelines, check lists and or protocols to be used.

The review of healthcare guidelines shows that generic guidelines are available in hard copy long-format,

whereas specialised guidelines, such as the Chemical Hazards referred to in section 4.1.1, can be easily

accessed in a variety of customised formats including checklists, figures, roadmaps and flowcharts.

Based on the examples provided in this deliverable, crisis management guidelines in the petroleum industry

appear to be in both electronic and hard copy formats. In addition, petroleum documentation to manage

crises is divided in requirements (or specification), guidelines and interpretation. The requirements (or

specifications) and guidelines are usually presented in English language. Interpretations in some occasions

are presented in Norwegian language.

The survey and interview results confirm that there is a common crisis management terminology specific to

each domain, which will need to be addressed in the development of the guidelines. It is also clear from the

survey that all levels of staff (Policy Makers, Executive Management and Operational Personnel) use Crisis

Management Guidelines. However, the formats used by different levels of staff vary. Hard copy and digital

format crisis management guidelines are most commonly used. Interviewees acknowledge that if available,

electronic versions are preferred options. Still, there is an overall agreement that organisations should have

both paper and electronic copy of guidelines.



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Table 6: Overview Critical Infrastructure users and format

Domain

Stakeholders involved in the

interviews and or crises

management

Format Reason

Healthcare

Policy makers, executive

management and operational

personnel. Other organizations

involved in crisis management

include civil protection, national

service providers (electricity,

phone), voluntary services, fire

department, armed forces, police

(ref. Section 4.1)

Toolkit/ manual as road map; check

list policy document

Different format for different

type of events. Include

European check list shared among European countries

ATM

Policy makers, executive

management and operational

personnel. Other roles include

international authorities (ref section

4.2)

There are different formats plans

and procedures implemented in the

IT system. Plans hard copies and

check lists. Some documents are

most suitable for pre-crisis training,

simulations or portable aide-

memoire.

Hard copy to address

potential unavailability of

electrical systems. Check list

as they are easy to read and

quick to find

Petroleum Regulator, executive management

and operational personnel

Guidelines, interpretations and

checklist (electronic and hard copy

format)

Interpretation in Norwegian

language to address any

potential misunderstandings.

Check lists to enable accessibility

Transportation

Local, regional and government

official at national level.

Interactions at each level. Branch

organizations, military, police, fire

brigades.

There are different formats plans

and procedures implemented in the

IT system. Lack of standards for

some recent experienced events and

well-established plans for some

events. Important after action

reviews.

Suggest having both hard-

copy as well as electronic format.

Water

Health, Safety, Quality and

Environmental Department

addressing policies. Operations,

senior management, local

authorities and contractors.

Own internal procedures, plans and

protocols.

Where electronic available,

electronic best format. Hard

copies are always available just in case.

Civil Protection

Different directorates within the

DSB, as well as the Ministry of

Justice and Public Security

Crisis Management Tool, Action

Cards and Checklists, Hardcopy

action cards and checklists, video

conferencing

Online tools allow for quick

an effective work practices

but hardcopy back up is convenient

During crises, organisations cannot solely rely on electronic form due to potential issues with electrical

systems. The healthcare respondent reported that check-lists are also used by Operational Personnel. One of

the ATM respondents reported that guidelines are used by Operational Personnel in training situations, but

not during emergency situations. The Civil Protection Interviewee added that video conferencing is a popular

mechanism for communicating between stakeholders during a crisis. All respondents recommend hard copy

guidelines such as checklists and toolkits to be used during a variety of emergency situations, due to the ease

of access to relevant information. It is noted that other stakeholders as private contractors (other suppliers) do

not seem to carry specific procedures or guidelines (e.g. people working in the road to clear snow). Social

media is used by some organisations, but judging from these results it is not an integral part of crisis

management for this group of end-users. Our interview data showed utilisation of local radio, public web-

site, twitter to keep public and customers informed. Some organisations pay attention to different sources of

information Facebook, Twitter, Instagram as people are looking for or providing information.



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5 Ensuring ease of development and use of guidelines A key objective for defining the format of the guidelines is to allow for their flexible use. In particular, the

management of their evolution (e.g., revision of the content) needs to be effectively supported, as well as the

possibility to generate a variety of representations that correspond to the variety of envisioned users and uses.

These objectives correspond to typical Knowledge Management (KM) issues associated with the storage,

versioning, variants, representation, and delivery of content. This section will describe how such

considerations arose clearly in the context of the development of the DRMG in WP2, and led to the decision

to develop a type of wiki in order to fulfil the larger KM requirements of the DARWIN project.

5.1 Format considerations for the development and use of guidelines

5.1.1 Guidelines building blocks: the “concept cards”

The process of creating the DRMG concept cards consists of filling out a template which is currently

available in two formats:

a table in a Word document (cf. Appendix A.1), which is the original development format,

a web form in the DARWIN Wiki, which captures the same information.

Both formats are accompanied by a filling guide (see the excerpt in Appendix A.2) that describes the content

expected in the various fields of the concept card template, and processes to select information to create such

content (for instance based on D1.1). The template fills different purposes:

Primarily, the rows of the table represent the different pieces of information that support the

implementation of the card associated with a particular conceptual requirement from WP1. For

instance, the card describes the purpose underlying the corresponding concept, lists relevant crisis

management roles, proposes ways to implement the concept, and gives examples of corresponding

practices and tools.

In addition, other fields in the template aim at supporting the future organization of the information

constituted by the concept cards, in order to facilitate future access to the information. For instance,

tagging according to predefined categories and functions of crisis management.

Finally, a number of fields aim at supporting the development itself of the concept card, for instance

information on versioning and authorship, traceability to requirements, and authorship.

The development of the concept cards is further supported by the use of additional Office documents, two

Excel sheets that serve three important purposes:

Clarifying (and collaboratively agreeing upon) the meaning and purpose of conceptual requirements

developed into concept cards,

Tasking and tracking progress of their development,

Capturing generic issues encountered in the development process in order to address them (e.g.,

needs for clarification of template fields, improvement suggestions on the process).

While the issues described above are not directly related to the formats relevant to end-users of the

guidelines, they are knowledge and project management issues that future adopters of the DRMG are likely

to face when they expand or adapt the content to their own purposes and environments.

5.1.2 Limitations in flexibility and evolution of format

Although this development process started early in WP2, multiple versions of the concept card template have

been created; the initial template constituted a first prototype, which, through use, needed to be revised.

Design choices were revised based on issues encountered as well as internal and external feedback received

(e.g., during the project’s Year 1 review). Similarly, revisions have been required to the content of cards as

well as to the process of their development.



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The reliance on Word documents quickly appeared as a strong limitation in the context of the necessary

evolutions of format and content: such Office documents work well for capturing data at a given time, but

are not fit to effectively and efficiently update structure and content once the effort is spread across a large

number of documents (including for minor but meaningful modifications such as to a label, for instance). In

other words, such formats do not effectively support the Knowledge Management objectives related to

content creation and revision (storage and versioning).

The guidelines’ format and template are discussed above in the context of WP2, in relation to DRMG

development objectives. However, these formats have implications for future use of the guidelines as well.

Output formats are significantly limited when using Word or similar office applications. Those applications

essentially combine content, structure and representation. This is very convenient for a number of typical text

creation purposes, but is very ineffective for the creation (and revision) of various output formats for various

uses, especially at a large scale. Thus, such formats do not effectively support the Knowledge Management

objectives related to content representation, adaptation and delivery.

5.2 Development of the DARWIN Wiki application

To address the limitations described above and better fulfil the project objectives through a more effective

format of guidelines, a prototype for a Knowledge Management oriented web application was developed.

The wiki-type platform, more specifically based on Semantic MediaWiki, supports the creation and storage

of structured content as well as the generation of ways to use and access it. A variety of means to access the

content will be possible through defining various formats as well as through providing information retrieval

capabilities (e.g., queries). Figure 14 provides a representation of the basic components of the DARWIN

Wiki application.

Figure 14: DARWIN Wiki application.

By separating development of and access to guidelines through structured content, the application allows to

track, refer to, manage content, etc. without making these internal processes visible to end-users (or, rather,

while choosing which information to present – information such as date of last modification being potentially

useful, while other tasking information being potentially of little interest to the end-user).

The choice of basing the DARWIN application on Semantic MediaWiki is motivated by several key features:

It is open source and easily available.

It does not require extensive technical expertise, and support and documentation exist through

various means (e.g., online documentation, tutorials, books, and user forums).

Wiki applications are essentially collaborative KM applications; as a result, they provide tools for

managing versioning and data storage.



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The Semantic MediaWiki extension provides additional means for structuring and, as a consequence,

querying content. Content relationships facilitate, for instance, the use (and modification) of pre-

defined categories, roles, crisis management functions, etc. that can then be used to organize and

retrieve content. Numerous additional extensions exist to facilitate specific tasks.

The use of templates to control the representation of content allows defining various output formats

for various uses.

Integrated export formats provide further use possibilities (e.g., JSON is a standard format for

structured content that is easily interfaced with various programing languages such as javascript).

A Wiki application represents a standardised way to create content, facilitates the management of updates

and offers flexible means for delivery of information. It therefore supports the Knowledge Management

objectives described previously. Table 3 describes, where appropriate, how the development of the

DARWIN Wiki allows for the fulfilment of various format requirements.

Section 6 discusses more specifically the implementation of the DARWIN Wiki and describes formats

developed so far for data entry and access, as well as future directions.

5.3 The DARWIN Resilience Management Guidelines App

In the framework of a student’s project at DARWIN partner organisation TUBS, an application for mobile

devices has been designed that is supposed to facilitate aiding others in the face of an accident or other

undesirable event.

The application consists of a framework that enables modular further developments. Currently, three

procedures are implemented: The administration of first aid, how to help in the wake of a traffic accident and

how to wake up an unconscious person (see Figures 15-17).

On the top of each page you can see the current location of the user with the nearest address so that it is

known in case an emergency call is dialled.

The procedures are designed to be checklists that can be worked off in sequence like it is seen in Figure 15.

For each of the entries a separate screen instructs the user to do the appropriate action and to click if the

action was successful or not (Figure 16). This then triggers the next action that is to be done.

The application offers different levels of access for different kind of users. For example, the general public

could have access to other procedures as the members of specific organisations. The contents of the

procedures are inserted using XML-files that can be added easily. The application itself operates – once

installed – without data connection because in case of catastrophes the cellular network often breaks down.

At the moment the application is only available for Android smartphones and tablet because this operation

system has the largest market share in Europe, only in the UK is Apple iOS more common.



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Figure 15: Main screen of emergency response app

prototype

Figure 16: Procedure screen of emergency response

app prototype

Figure 17: Screenshot of the first entry in the procedure to wake up an unconscious person



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5.3.1 DARWIN Field Guide App

In light of the recent development of the DARWIN Resilience Management Guidelines Field Guide, it has

emerged that this version of the DRMG would be suitable as an App for mobile devices such as tablet

computers and smartphones. This concept also corresponds to DCoP feedback gathered in April 2017 that

the guidelines in mobile app format is most suitable for frontline operators (Section 4.4 and Figure 12). The

app will address the main content of the Field Guide as described in Section 6.2.3 and as illustrated in Figure

26. The App will complement the hard copy field guide, not replace it. As the Field Guide is intended as a

checklist, the Field Guide App will serve as a convenient quick reference for stakeholders in the field.

Recommendations and a possible prototype for the DARWIN Resilience Management Field Guide App will

be proposed as a Master’s thesis topic at NTNU (Norwegian University of Science and Technology), which

is closely associated with SINTEF, and TUBS. The Master’s topic proposal is included as Annex 7. Also

included as an Annex (Annex 7) is the Master’s thesis topic on Serious Gaming proposed at NTNU, which

was not taken up.

5.4 Representation and evolution of guidelines via VR/AR and serious gaming

This section explores the application of Virtual Reality to the DARWIN Resilience Management Guidelines,

and to resilience management in general. This section is closely linked to DARWIN Tasks 3.2 Simulation

and Serious Gaming Tools, and T3.3 Training Tutorials for resilience management.

The DARWIN project develops a serious game for improving responses to expected and unexpected crisis

such as natural disasters and man-made disasters. This game being a virtual reality game, virtual reality,

augmented reality, and mixed reality will first be explained. The gameplay concepts will then be described.

They are separated in two main activities: resilience supervision in pilot exercises, and training. Finally, an

overview of the game development will be presented.

5.4.1 Augmented Reality, Mixed Reality, and Virtual Reality

Augmented Reality is the augmentation of a real-world environment with computer-generated content, such

as graphics and videos. Recent examples are the Google Glass displaying graphics on top right corner of the

user field of view, or Pokemon GO displaying Pokemons in the real-world environment through GPS

localization and an indirect view on a smartphone.

On the other hand, Virtual Reality moves the user to a

completely virtual environment. The latest generation of VR

systems, helped by improvements in computer graphics

performances and quality of small displays, has reached the

minimum quality threshold for the general public. Many

devices are available especially in the video-game sector, such

as the HTC Vive, the SONY PlayStation VR, the Facebook

Oculus Rift, or the Samsung Gear VR.

Mixed Reality is the mix of a virtual environment in a real-

world environment. It could be described as AR, but the

interactions are closer to VR. Today's examples are the

possibility to play video-games such as killing giant robots in

an office open-space, playing Minecraft on the coffee table, or

to transform an apartment into a Windows computer with

virtual icons on the furniture and Microsoft software on the

walls. The technology is less mature, and the main device is the

Microsoft Hololens development kit.

Figure 18: HTC Vive headset



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5.4.2 The choice of a Virtual Reality game

The DARWIN serious game uses Virtual Reality, because we think it is the most mature environment for

research and development on advanced user interactions in 3D space, compared to Mixed Reality and

Augmented Reality. However, most of the concepts and interactions are designed to also work in mixed and

augmented reality. The game could likely be ported to mixed reality when this technology will become

mature.

Contrary to most VR experiences, the DARWIN serious game is room-scale. It means the user can freely

walk around in the virtual environment with the same motions as her real-life movements. The user can also

see the position of her hands in the virtual environment. This kind of interaction improves the immersion and

the user experience. Instead of pushing buttons or manipulating joysticks, the user can walk and manipulate

objects as it is in the real-world.

The presence, the feeling to be in a different world, is high in room-scale VR and we would like to test

whether this could help situational awareness. We also want to see whether 3D map-based visualizations in

3D spaces are an acceptable solution. Allowing the user to control the user interface with her hands and

physical virtual objects is a new paradigm that triggers many research questions and engineering challenges

we are interested in.

Lastly, serious gaming is fundamentally gaming and gaming should be fun. We think Virtual Reality, while

it can't save a boring game, can improve the fun aspect of a game, and therefore improve the participation

and involvement of users.

5.4.3 The resilience manager role

The DARWIN project has multiple pilot exercises. In each exercise, an exhaustive scenario has been

defined, and the simulation is executed by a platform separated from the VR game, such as TUBS'

simulation which is currently being developed in T3.2. In this context, the DARWIN VR game will be used

as the visualization platform, focusing on resilience. The scenarios and sessions contain gameplay elements

focusing on resilience aspects, with predefined and dynamics events.

Our hypothesis is that the resilience of a large-scale event will improve if a user, the resilience manager, is

monitoring and contributing to the decision process using a Virtual Reality environment, compared to users

monitoring the situation using classic tools such as flat interactive maps, paper-based documentation, and

other 2D software tools.

In the pilot exercises, a resilience manager will be introduced. She will interact with the participants while

being inside the Virtual Reality environment. In addition to a normal voice talk with the resilience manager,

the other participants could watch and interact with the Virtual Environment and her through a 2D

touchscreen. The screen viewpoint will virtually be represented by a flying drone equipped with a video

camera, controllable by everyone.

Figure 19: Schema of a session with participants around a table and a touchscreen, and a resilience manager in VR



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In this configuration, visualizations related to resilience and the access of virtual tools and virtual

documentation related to DARWIN's guidelines is primordial. They will capitalize on the benefits of Virtual

Reality. The platform should enable reflective thinking, and questions from the concept cards will be

presented to the resilience manager. The DARWIN concept cards will also be available as virtual tangible

objects.

Finally, a scientific experiment will be conducted to determine whether our hypothesis is correct.

5.4.4 Training and mini-games

A second aspect of the DARWIN VR Game is to be an amusing tool to train everyone involved in a crisis. It

consists of a few simple intuitive mini-games that can be played in a competition between players. This

concept is very similar to video party-games, Mario Party is a notable example, but with a serious goal. Far

from being realistic, these games will introduce resilience concepts and problems addressed by DARWIN

that other actors may face in a crisis to the players.

For simplicity only one VR setup will be used, requiring players to play one after another. However, at least

one mini-game will exploit a touchscreen to allow players to interact with the game while the main player is

inside the virtual environment.

The mini-games have not been defined yet, but one will probably be about helicopters control, with fuel

usage and efficiency as main challenges. Another one will involve dispatching victims to hospitals. A series

of short mini-games will also be developed to introduce the resilience manager and training players to the

VR environment, and its new way of interactions.

Figure 20: Screenshots of the current game version

5.4.5 Art

Although we seek a visually pleasing and great sounding game, the art quality is not the priority. We opted

for a cartoon/low-polygons art style because the models are fast to render, this kind of assets from different

artists mix well together, it looks good without asking too much work on details, and it is very far from the

uncanny valley.10

The majority of assets are bought from various marketplaces such as the Unity Store, the

Unreal Marketplace, or TurboSquid. Various assets were distributed freely under a permissive license such

as a Creative Commons CC-By, and a few assets were created by us. Audio follows the same idea, with

"retro" 8 bits sounds created by us and freely available samples.

5.4.6 Hardware and Software technologies

The DARWIN serious game is developed using Unreal Engine 4, a multi-platform state-of-the-art game

engine that supports all modern VR devices. The game targets every room-scale VR platform while being

10 The « uncanny valley » is a hypothesis that humanoid robots should be either very realistic or very unrealistic to appear familiar to

users. Otherwise they appear as strange or scary. One could argue that today’s most human-like robots are not realistic enough to

confirm that a very realistic robot could appear familiar to all users. Computer generated graphics are not realistic enough either, and

it is better to use unrealistic humanoids in Virtual Reality.



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developed with the HTC Vive on a personal computer. Hand and fingers tracking experiments are tested

using the Leap Motion sensor and its software development kit, but we are waiting for the upcoming better

solutions. The DARWIN game uses Unreal's Blueprints for most of its logic, a visual programming language

with C++ concepts, and C++ at a smaller degree.



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6 Implementation of the DARWIN Wiki and associated formats This section describes how the DARWIN Wiki organises and displays the content of the guidelines for

various purposes. The screen captures provided throughout this section do not allow for detailed consultation

of the pages’ content, since these are typically large (wide and/or long) HTML pages. They are provided for

illustration purposes; more readable content is available directly online: sintef9013.com/darwin_wiki.

6.1 Format for data entry and revision

The concept card Word template described in the previous section and provided in Appendix A.1 was

converted into a Wiki form (see Figure 21) to capture the same content.

Figure 21: First page of the web form used in DARWIN Wiki for creating, reviewing and editing a concept card

http://sintef9013.com/darwin_wiki/



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Providing content in a traditional Wiki application requires the use of a specific syntax. This syntax can be

learned (as suggested by the number of Wikipedia contributors), but remains a technical hurdle. In the

context of DARWIN, the Semantic Forms extension is used to address this issue. It provides data entry

mechanisms relying on standard web forms, making data entry simpler and more standardized for a variety

of content providers. The web form provides interesting features, such as:

Easier use of predefined categories or lists,

Possibility to pre-fill content,

Combination of data entry and instructions or help (provided by placing the mouse cursor over the

blue question mark icon), using the content in the filling guide (see Appendix A.2).

The initial data entry form (described in D3.1) evolved through use in a few major ways:

Fields were added to capture additional information.

Fields were organised more logically into the various types of information provided in a concept

card (internal management aspects, details of intervention proposed, background information,

additional – external – resources, relationships with other – internal – content).

The concept cards are developed through the involvement of one main and one secondary editing

partner (named editor and reviewer, respectively, in the application). Each partner typically involves

a small group of two or three contributors. As a result, the development of a concept card is a very

collaborative process that requires exchanges within and across partners in order to manage and

track progress, provide feedback and follow-up on comments, etc. Review text boxes (right column

of Figure 21) were therefore associated with most fields in order to capture the comments, notes and

responses exchanged between main authors and collaborators relative to specific content. This

feature, which partially emulates the “comments” in the Word template, facilitates the collaborative

process of creation and revision of CCs. Figure 22 captures what editors of a CC see once some

content has been provided and reviewed.

6.2 Delivery formats

Following the notional representation of formats in Figure 14, three templates were created to deliver the

content of the DRMG to their different users. This section describes each of them in the context of their

envisioned use, as well as the associated navigation mechanisms implemented.

6.2.1 Format for DRMG developers

The first “users” of the guidelines are the developers themselves. A simple tabular format was created in

order to provide all of the content of a CC with the same organisation as in editing mode. The main purpose

of this format is to allow for the verification of the CC content.



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Figure 22: Partial snapshot, in editing mode, of the “Noticing brittleness” concept card



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Figure 23: Partial snapshot, in Developer viewing format, of the “Noticing brittleness” concept card

6.2.2 Format for DRMG users in office settings

The main envisioned user, e.g., policy makers in a critical infrastructure administration, can consult the

DRMG online via the wiki. In this case, the CC content is provided in a section-based format to group the

relevant types of information. Four main sections are used: “Implementation”, “Understanding the context”,

“Relevant Material” and “Navigate in the DRMG”. Other content, such as internal management and review

information, is not displayed.

For these users, the main information of interest is the “Implementation” section, i.e., the description of the

set of interventions proposed for a particular CC. This content is organised by phases of crisis management

(generic, before, during, after) and potentially complemented with “Triggering questions”, which aim at

pointing users to the relevant issues via a set of questions users can reflect on and try to answer.



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Figure 24: Partial snapshot (1), in User reading format, of the “Noticing brittleness” concept card

For users who would like to better understand the context of the interventions proposed, or refer to original

documents describing a method recommended in the CC (sections “Understanding the context” and

“Relevant material” respectively), content is available on demand: clicking on the corresponding section title

reveals or hide the text. This content access principle is used in other parts of the wiki in order to make the

core content more compact and readable (clickable sections or elements are represented by the use of italic

text format).

In the example displayed in Figure 25, the section “Relevant material” has been revealed, while the section

“Understanding the context” is still hidden. Finally, the “Navigate in the DRMG” section groups in a table

the various links that the user can follow to access related DRMG content, e.g., other CCs associated with

the same resilience ability, or parent theme.



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Figure 25: Partial snapshot (2), in User reading format, of the “Noticing brittleness” concept card

6.2.3 Format for DRMG users in the field

Following the example of guidelines such as the WHO-IASC field checklist [6], a “DRMG Field Guide” was

created to propose a minimal format to access guidelines outside of the office, i.e. in the field. The Field

Guide is not thought of as a complete view of the guidelines, but rather as a quick reference material to

remind of and guide people in the field to the right issues, as is the case with a checklist. The assumption for

the envisioned use is that access to the guide is possible, whether in real-time online or as a saved document

(depending on the constraints).

The Field Guide proposed is simply an aggregation of the title, purpose and “triggering questions” for all the

existing concept cards, organised by the DRMG themes (See Figure 26).



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Figure 26: Partial snapshot of the “DRMG Field Guide”

6.2.4 Navigating and retrieving information in the DRMG

An important issue is how developers and users of the DRMG can efficiently find the information they might

be interested in. This issue becomes critical as additional content is created, increasing the size of the

DARWIN wiki. The general approach is to take advantage of navigation mechanisms provided by the web

environment:

Using HTML links to access associated content

Displaying or hiding content on demand when appropriate, in order to maintain more compact views

(as opposed to pages expanding over too long pages)



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Such mechanisms break the linearity associated with report-like documents (whether printed or electronic),

as typically associated with guidelines or similar documents, and allow for multiple entry points to a given

piece of information, depending on a user’s interests and knowledge.

The navigation menu on the left of the screen (see Figure 27) is the main entry point to the guidelines

content.

Figure 27: Accessing and navigating content



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For end-users

The items under the section “The DARWIN Guidelines” are meant to be used by DRMG end-users. The

snapshot in Figure 27 corresponds to the page displayed when the link “See all” is clicked. The page lists all

concept cards, organised by themes. For each CC, the title (bold) and purpose (italic) are displayed. In order

to give an overview of the CC, a quick summary (block element) can be displayed, as illustrated in the

figure, by clicking on the purpose line.

Users can click on a title to access the corresponding CC, displayed in the “user reading format” as described

above. They can also click on a theme title (e.g., “Managing adaptive capacity” at the bottom of the screen)

to access more details on this theme and focus on the associated CCs.

Among the other items in the end-user menu, links allow for access to CCs organised by categories other

than the themes: “resilience capabilities” and “functions of crisis management”. For each item in these

categories, a short description is provided, as well as a list of associated CCs (in a similar format as in Figure

27).

For developers

In addition to the menus above, developers have access to a few pages that lead them more directly to the

pages necessary to edit CCs and associated pages. Examples of associated pages include pages to describe a

category such as a resilience ability, or a page to describe a method or tool relevant to one or more CC (this

latter feature is available, but has not been used for the moment).

Among those pages are the “Management pages”, which essentially comprise at this point a page displaying

a recap of CCs development status, and a page serving as a to-do list for the development of the wiki. Some

pages that are constructed dynamically (e.g., terminology list) are also defined here. Other pages could be

added on principle, for other content management purposes.

6.3 Future steps

The DARWIN Wiki aims to be a prototype, rather than an end-product. Its first purpose it to address the

Knowledge Management needs for the development of and access to the DRMG during the course of the

project. Ultimately, it aims at illustrating the issues, opportunities and potential solutions for the objective of

developing and evolving guidelines in a broad and complex context, such as crisis management. This section

describes the main areas of improvement we are considering to implement for the end of the project.

6.3.1 Feedback about the guidelines format and DARWIN Wiki

Evaluation efforts have been concentrated on the content of the DRMG, and not on format issues. However,

during the 2nd

DCoP workshop organised in Linköping in March 2017, we had an opportunity to have an

open session, briefly present various components and features of the DARWIN wiki, and discuss these

aspects in a small group with experts (mostly from the medical emergency management domain).

As a whole, the reception from DCoP members was very positive on the use of a wiki-type application for

resilience management guidelines. It confirmed the general direction taken in the project for providing access

to the guidelines.

In addition, experts insisted on the need to maintain focused and easy to understand guidelines, preferably

supplemented by rich content such as pictures. Such feedback will lead to the revision of current guidelines

in order to: (1) simplify the implementation proposed in concept cards (e.g., focusing, reducing the number

and clarifying the actions proposed as well as “triggering questions”); and (2) identify opportunities for

graphic content (e.g., generalizing the use of diagrams to describe the relationships between concept cards, as

done in the presentation for one of the sessions during the DCoP workshop).

Rather than specific feedback and comments on the formats currently used in the wiki, the discussion

concentrated on additional uses or the guidelines content, which would be relevant for different purposes.

Two interesting ideas were especially mentioned:



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- Being able to use some of the content of the guidelines to convince leadership of their relevance for the

organization. It is unsure at this point how this point can be achieved.

- Building a mechanism to collect data in the field and create baseline data, identify and track evolutions,

and report results. Such a mechanism could take advantage of the app format described in section 5 and

create a field-oriented form based on the triggering questions from the field guide. Opportunities to

involve a student and build this mechanism will be explored before the end of the project.

6.3.2 Collecting feedback on the guidelines from outside reviewers

Collecting feedback on the guidelines’ content has currently been done in two major ways: (1) internally to

the team during the development and revision process of CCs; and (2) with the involvement of experts

outside the DARWIN team during evaluation workshops (WP4) and adaptation assessments (WP2 – Tasks

2.2 and 2.3). The latter mechanisms provide very rich and useful information, but require ample time and

cannot easily be organised frequently. Another limitation is that they have been, by design, limited to the

domains of healthcare and ATM, which serve as the case studies for the project.

The idea emerged to use capabilities of the wiki environment in order to collect feedback from external

experts in a more lightweight and regular fashion, especially members of the DCoP. Each page of a wiki

environment is associated with a “Discussion” tab (see Figure 28).

Figure 28: Mock-up of a discussion with external reviewers in the DARWIN Wiki

The “Discussion” tab can be used, as the name suggests, to exchange information about the corresponding

page. It was therefore decided to use this feature to invite external experts to comment on pages of the

DARWIN Wiki, giving them the possibility to explore the content and provide feedback at their own rhythm.



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For the moment, a special guest account created for DCoP members is configured to allow people with these

credentials to enter data in the Discussion tab, but prevents them from editing the content of the main pages.

Figure 28 shows a notional discussion page. It starts with the instructions for providing feedback – rather

than a free text comment page, external experts are guided through a few questions. The page is then built

progressively (each new section) through the different comments of external experts and responses from the

DARWIN developers. This capability has not been used, yet. We are currently deciding on how to generalise

this mechanism across the different kinds of pages (e.g., concept cards, introductory pages), and on the

overall process to systematically collect, discuss and address expert feedback.

6.3.3 Hosting of application

The application is currently hosted on a SINTEF development webserver and accessible at the URL:


This choice was made for simplicity purposes during the development of a sufficiently functional DARWIN

Wiki prototype. Before the end of the project, we aim to migrate the application to the DARWIN website,

which is its more logical hosting environment.

A meeting will take place between WP2, WP3 and WP6 leader CARR in late May / early June, in order to

start planning the migration of the wiki to the DARWIN website. According to current plans, there will be a

section of the website dedicated to the easy access of the guidelines. This section will be intended for use by

end-users and will not include any discussion / editing capabilities. The subsections of the website will

follow the current structure of guidelines, as available on the DARWIN wiki (Figure 29). As with the

DARWIN wiki, it will also be possible to search the web-based guidelines for resilience abilities and by

functions of crisis management.

The guidelines will also be compiled and formatted into a pdf document and will be available on the

guidelines section of the website.




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Figure 29: Screenshot of DARWIN Resilience Management Guidelines Table of Contents



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7 Conclusions

7.1 Main results

A review of guidelines uses and formats was performed across domains, beyond the domains of healthcare

and ATM represented by the project’s end-users. The formats used across domains and organisations are

diverse, but some regularities emerge:

- Electronic documents are widespread and are seen favourably for constituting the reference location to

access guidelines content.

- At the same time, organisations acknowledge their limitations, especially related to the dependence of

power and network availability, and to the higher convenience of print copies when on the move.

- In the examples we saw, rich and dynamic content remains largely unused in the guidelines. Text and

diagrams are more commonly used in guidelines.

- Most organisations are engaged in processes to make use of social media in the context of crisis

management, but doing it in a meaningful and effective way is challenging.

Rather than a simple content repository, the DARWIN Wiki application constitutes a relevant Knowledge

Management environment for facilitating the development of the guidelines: creation of rich content, the

management of updates and the development of means for delivery of the resulting information. It is also

becoming the main way to communicate the content of the guidelines to their users, within or outside the

projects. Numerous capabilities and features are already present in the DARWIN Wiki, but the application

remains a prototype. It serves as an essential means to explore operational and innovative ways to produce,

evolve and use guidelines, building on the various capabilities offered by such a platform.

Finally, more and more available technological capabilities such as apps and virtual reality seem to offer

opportunities to use guidelines’ content in novel ways, whether to answer immediate and specific needs

during an emergency or whether to supplement training capabilities to facilitate observation and reflective

practices. We have only started to explore those directions; more investigations will be needed.

The central question is how multiple formats using multiple media can be developed and used so that their

advantages are leveraged and the content of the guidelines is most effectively accessed in a given situation,

for a given purpose. Not one single approach can provide answers to this question. We have explored the use

of a Wiki platform, and believe that such an environment, in itself an insufficient medium to address all user

access needs, represents a relevant central location for the creation and evolution of content, for taking

advantage of electronic formats, as well as for facilitating the development of other means to access the

guidelines.

7.2 Limitations

We have gathered wider input from diverse organisations and domains associated with crisis management

across Europe. We are still receiving some of this input in the form of answers to the survey, so it was not

possible to relate all responses in this document. In addition to current practices, we have lacked resources to

conduct in parallel a survey of emerging practices and technologies used to support access to guidelines.

Such a survey could generate valuable insights for the development of the technological capabilities

described in this document, as well as for understanding successes and challenges in the use of social media

for crisis management.

7.3 Further work

7.3.1 Delivery formats

The work on delivery formats has largely concentrated on electronic media through the use of the DARWIN

wiki. Formats representative of envisioned uses, as depicted in Figure 14, include paper copies of guidelines

and field manual.



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In addition to supporting the evolution of electronic formats, feedback from the DCoP (based on the recent

questionnaire) will be used to better specify the paper format needs from organisations. In part, the project

will investigate how to best leverage the WikiMedia tools based on the export and data transformation

capabilities offered and potential limitations. Such considerations are important because the former

mechanism leads to access to “live” content (the direct representation of the data stored), while the latter

requires updates to the exported content on a regular basis (and associated processes).

7.3.2 Resilience management app

Following the experience of TU Braunschweig this past year, we will investigate before summer 2017 the

opportunity to host a student research project at SINTEF in cooperation with NTNU in Trondheim. The topic

for such a project could be to expand the prototype developed at TUBS and adapt it more to the specific

context of resilience management. One specific idea is to try to implement a portable, app-based, data

collection mechanism based on the questions from the Field Guide.



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8 References

[1] H2020 DARWIN project, www.h2020darwin.eu, accessed 2015-09-29

[2] DARWIN D1.1 “Consolidation of resilience concepts and practices for crisis management”, 2015

[3] DARWIN D2.1 “Generic Resilience Management Guidelines”, 2017

[4] DARWIN D1.3 “Practitioner and academic requirements for resilience management guidelines”, 2016

[5] WORLD HEALTH ORGANIZATION, et al. WHO human health risk assessment toolkit: chemical

hazards (IPCS harmonization project document; no. 8.) International Programme on Chemical Safety.

Geneva, 2010.

[6] WORLD HEALTH ORGANIZATION – Inter-Agency Standing Committee (WHO-IASC). Guidelines

on Mental Health and Psychosocial Support in Emergency Settings: checklist for field use, 2008.

http://www.who.int/mental_health/publications/check_list_IASC_guidelines/en/, accessed 2017-04-06

[7] Irish Red Cross Annual Report 2011 https://www.redcross.ie/resources/page/2/?cat_id=6, accessed

2016-09-08

[8] A. Zweynert, “The key role of mainstream media in disaster management”, Thomson Reuters

Foundation, 2013, http://news.trust.org//item/20131106073407-oqdvr/, accessed 2016-09-08

[9] NORSOK Standard Z-013: Risk and emergency preparedness assessment, Rev. 3, October 2010

[10] Altschuld, J. W., & Witkin, B. R. (2000). From needs assessment to action: Transforming needs into

solution strategies. Thousand Oaks, CA: Sage Publications, Inc.

http://www.who.int/mental_health/publications/check_list_IASC_guidelines/en/

https://www.redcross.ie/resources/page/2/?cat_id=6

http://news.trust.org/item/20131106073407-oqdvr/



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A Annexes

A.1 Template for creating DRMG Concept Cards



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A.2 Excerpt of template filling guide



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A.3 Crisis Management Guidelines format and access survey questions August 2016

T3.1 Survey Questions August 2016

Question 1: In which domain are you active?


Question 3: Who are the stakeholders involved in crisis management in your specific domain from policy and

practice and what is their relation to crisis management guidelines?


prior, during and after an event for policy makers? [What are the FORMATS of crisis management guidelines

for policy makers BEFORE a crisis (e.g. hard copy policy document, book, digital documentation, check-lists,

etc.)?]



for policy makers DURING a crisis (e.g. hard copy policy document, book, digital documentation, check-lists,

etc.)?]



for policy makers AFTER a crisis (e.g. hard copy policy document, book, digital documentation, check-lists,

etc.)?]


prior, during and after an event for management personnel? [What are the FORMATS of crisis management

guidelines used by management personnel BEFORE a crisis (e.g. hard copy policy document, book, digital

documentation, check-lists, etc.)?]



guidelines used by management personnel DURING a crisis (e.g. hard copy policy document, book, digital




guidelines used by management personnel AFTER a crisis (e.g. hard copy policy document, book, digital



prior, during and after an event for operational personnel working on front? [What are the FORMATS of crisis

management guidelines for front line operators BEFORE a crisis (e.g. hard copy policy document, book, digital




management guidelines for front line operators DURING a crisis (e.g. hard copy policy document, book, digital




management guidelines for front line operators AFTER a crisis (e.g. hard copy policy document, book, digital


Question 7: Which format works best in which situation? Please describe one or more situations and the best

format for these situations. (e.g. Situation: "Cyber-attack" - Format: "hard copy checklist" - Reason: "electrical

system down") [Situation 1]


Question 9: If "Yes", please provide some examples. [Twitter][Scale 1]

Question 10: If "other", please specify.

In case you would like to add a comment, please do so:



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A.4 DARWIN Questionnaire Guidelines Format revised March 2017 P1

Crisis Management Guidelines – format - questionnaire Project: DARWIN Research and Innovation Action, Horizon 2020 Secure societies Date/period of participation: __________________ General – identifying stakeholder Question 1: Please indicate critical infrastructure that you are concerned with:

- Aviation - Road - Railway - Sea transportation - Water infrastructure - Communication – telecommunications and information technology - Public works and engineering including construction - Fire fighting

- Public health and medical services - Energy - Civil protection - Public - Media - Non Govermental Organizations (NGO) - Community members – citizens - Other - specify

Question 2: Indicate the type of stakeholders your organization represent when dealing with crises

- Policy maker

- Executive management roles

- Operational management

- Operational roles

- Community members

- Other – specify

Question 3: Differentiate type of organization

- Local

- Regional

- National

- European

- Other – specify

- Also differentiate if public or private sector

Question 4: Indicate position / role (allow to select more than one)

- Policy officer

- Manager

- Fron line operator - First responder - Controller



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A.5 DARWIN Questionnaire Guidelines Format revised March 2017 Page 2

- Other – specify

Question 5: Indicate your area of responsibility

Specific mapping practices concerning crises guidelines Question 6: Is there a common terminology established for crisis management in your domain? Question 7: Who are the stakeholders involved in crisis management in your specific domain from policy and practice and what is their relation to crisis management guidelines? Question 8: What are the relevant procedures, guidelines, formats and ways of access for crisis management prior, during and after an event for policy makers? Question 9: What are the relevant procedures, guidelines, formats and ways of access for crisis management prior, during and after an event for management personnel? Question 10: What are the relevant procedures, guidelines, formats and ways of access for crisis management prior, during and after an event for operational personnel? Question 11: Which format works best in which situation? Please describe one or more situations and the best format for these situations. (e.g. Situation: "Cyber-attack" - Format: "hard copy checklist" - Reason: "electrical system down") (Reason for preferred format) Question 12: Is there any type of social media used during real-time management of a crisis event? Question 13. Describe your ideal guidelines that works best for your domain? Question 14. Is there something we forgot to ask that you want to add?



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A.6 Norwegian University of Science and Technology (NTNU) Topic proposed in 2016 and 2017: Resilience Engineering and Serious Games

Resilience Engineering is a scientific discipline that covers theories, methods and practices to enable systems

and organisations to adjust its functioning prior, during and after disturbances, changes and opportunities. Its

scope accounts more for what goes right in system performance, than what does not. This is in the interest of

enabling systems and organizations to continue to operate in the face of unforeseen large-scale demands, as

well as to improve their everyday functioning

Serious games are tactical decision games, role-playing simulations, etc., where different environments can

be used, depending on the training/evaluation needs. Serious gaming systems are often broadly classified in

Live, Virtual and Constructive modes. Live means involving real people operating real systems, Virtual

means real people operating simulated systems, Constructive means involving simulated people operating

simulated systems.

Connecting Resilience Engineering and Serious games study at NTNU

Resilience engineering in practice needs involvement of many disciplines from management to frontline

operators, in this context serious game is a flexible process with many iterations and interactions between

different stakeholders. There are on-going activities connecting serious games and resilience engineering for

training and for emergency response. The proposed study at NTNU involves mapping on those studies

complemented with interviews and technical visits.

Students are required to deliver the report in English language. International cooperation is foreseen.

Supervisor: Ivonne Herrera

Status: No response

A.7 TUBS and NTNU: Investigating Resilience Guidelines Application for Crisis Management (APP) proposed in 2016 and 2017

Background and need:

DARWIN (Expect the unexpected and know how to respond) is a research and innovation project focussed

on improving responses to expected and unexpected crises during natural and man-made disasters.

To achieve an improved response, DARWIN will develop European resilience management guidelines

aimed at crisis and emergency response managers, service providers, first responders and policy makers.

They aim to facilitate faster, more effective and highly adaptive responses to crises, and will positively

impact the safety of European citizens in times of crisis and disaster. The guidelines will be tested in

strategic pilot studies in Healthcare and Air Traffic Management.

In this context, mobile devices will play an important role in accessing the guidelines. Given the expected

volume of the guidelines, a mobile Applications APP will be the most effective means through which the

guidelines will be accessed on a mobile device. The DARWIN resilience guidelines Application (APP) is

intended to be a lighter version of the guidelines for quick access on a mobile device. It is intended for use as

a quick reference for on the move access, with essential information such as emergency contacts, plans,

strategies and procedures, etc. It is envisaged that this format of the guidelines will be especially useful for

operational staff in emergency and disaster risk management, and community and citizen responders.

The investigation at NTNU /TUBS

The proposed study consists on a literature study, complemented with interviews to map current practices.

One interview would be to investigate https://www.smarthelp.no/ (developed in Trondheim or similar).

Expected result from investigation is a list of recommendations for development of an APP prototype. A

possible continuation will be preliminary version of APP prototype.



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Limited collaboration with DARWIN partners are expected especially with SINTEF project coordinator with

significant experience in Resilience Engineering, CARR communications from Ireland and Technische

Universität Braunschweig (TUBS) from Germany. CARR's extensive experience and have positively

influenced citizens and crisis managers in the areas of road safety, air transport safety, and environmental

safety, as well as participation in real time crisis handling (e.g. the Eyjafjallajökull Ash Cloud crisis, the

closure of airspace, environmental crisis issues, large-scale food contamination, and public health issues).

TUBS has extensive experience in aviation and their students have developed APPs for specific events.

Students are required to deliver the report in English language

Supervisor: Ivonne Herrera NTNU/SINTEF

Supervisor: Per Martin Schachtebeck/TUBS

Status: Prototype developed at TUBS. It is foreseen to propose to the NTNU students a continuation of

TUBS work during 2017 and 2018. The idea is to develop the field guide in and APP format.



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