Expecting the unexpected and know ing how to respond€¦ · Expecting the unexpected and know ing...

Project number: 653289 Project duration: June 2015 – Sep 2018 Project Coordinator: Ivonne Herrera, SINTEF

Website: www.h2020darwin.eu

HORIZON 2020: Secure Societies

TOPIC DRS-7-2014

Crisis and disaster resilience – operationalising resilience concepts RESEARCH AND INNOVATION ACTION

D7.8 - Public

ADAPT TO SURVIVE

Expecting the unexpected and knowing how to respond

DARWIN Final project report

VERSION Version 1.0

DATE 26-09-2018

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 of protecting the population or critical infrastructure/services from policy to practice. This deliverable provides an overview of main results and achievements. It can be used as introduction to different activities related to the development and implementation of resilience management guidelines. The document is addressed and useful for external audience such as policy makers, crisis managers, critical infrastructure managers, service providers and community of practitioners interested in implementing resilience guidelines in their domains. The achievements demonstrate cross-disciplinary collaboration and high engagement between DARWIN Community of Crisis and Practitioners (DCoP) members and project partners to deliver innovative solutions with the purpose to understand and to enhance resilience. We thank all contributors for their openness to share knowledge and co-create solutions.

KEYWORDS: Resilience, Resilience Engineering, Crisis Management, Resilience Management, Knowledge management, Evaluation, Training, Serious games, Simulation

DELIVERABLE ID D7.8

SYGMA ID D26

DISSEMINATION LEVEL PU

DELIVERABLE TYPE R

D7.8 – DARWIN Final project report

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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AUTHORSHIP AND APPROVAL INFORMATION

EDITOR Ivonne Herrera / SINTEF

DATE 26-September-2018

CONTRIBUTORS Ivonne Herrera / SINTEF The deliverable includes contributions from all partners: Rogier Woltjer / WP1 Leader / FOI Matthieu Branlat / WP2 Leader / SINTEF Thomas Feuerle / WP3 Leader / TUBS Luca Save, Daniele Ruscio / WP4 Leader / DBL Euan Morin /WP5 Leader / KMC Eddie Shawn, Judith Kieran / WP6L / CARR Limor Aharonson-Daniel, Odeya Cohen / BGU Valentina Cedrini, Giancarlo Ferrara / ENAV Giuseppina Mandarino/ ISS


REVIEWED BY Thomas Feuerle / TUBS Laura Cafiero / ENAV

DATE 25-September-2018 26-September-2018

APPROVED BY Ivonne Herrera / SINTEF


ETHICS BOARD REVIEW REQUIRED? SECURITY BOARD REVIEW REQUIRED?

NO NO



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Release history VERSION DATE VERSION DESCRIPTION / MILESTONE DESCRIPTION

01 14-Sept-2018 PCOS and content proposed based on clarification with Project officer

02 21-Sept-2018 External proposed considering comments from reviewers

1.0 26-Sep-2018 Approved and released

*The project uses a multi-stage internal review process, with defined milestones. Milestone names include terms (in bold) as follows:

• PCOS proposed: Describes planned content and structure of different sections. Document authors submit for internal review.

• PCOS revised: Document authors produce new version in response to internal review comments. • PCOS approved: Internal project reviewers accept the document.

• Intermediate proposed: Document is approximately 50% complete – review checkpoint. Document authors submit for internal review.

• Intermediate revised: Document authors produce new version in response to internal reviewer comments. • Intermediate approved: Internal project reviewers accept the document.

• External proposed: Document is approximately 100% complete – review checkpoint. Document authors submit for internal review.

• External revised: Document authors produce new version in response to internal reviewer comments. • External approved: Internal project reviewers accept the document.

• Released: Executive Board accepts the document. Coordinator releases the deliverable to the Commission Services.



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

Stiftelsen SINTEF (SINTEF) NO-7465 Trondheim Norway www.sintef.com

Project Coordinator & Scientific Manager: Ivonne A. Herrera [email protected]

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

Technische Universität Braunschweig (TUBS) DE-38106 Braunschweig Germany www.tu-braunschweig.de

Quality and Risk Manager: Thomas Feuerle [email protected]

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

Carr Communications (CARR) Dublin 4 Ireland www.carrcommunications.ie

Dissemination and Exploitation Manager: 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]

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

Instituto Superiore di 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: Euan Morin [email protected]

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

Ben-Gurion University of the Negev (BGU) IL-8410501 Beer Sheva Israel 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 List of Abbreviations .............................................................................................................................. 6

Executive Summary ................................................................................................................................ 7

1 Introduction .................................................................................................................................. 9 1.1 Purpose of the document .............................................................................................................. 9 1.2 Authorship and Intellectual Property Rights (IPR) ......................................................................... 9 1.3 Intended readership ...................................................................................................................... 9 1.4 Structure of this document ............................................................................................................ 9 1.5 Stakeholder involvement ............................................................................................................... 9

2 The DARWIN project story – from theory to practice .................................................................... 10

3 DARWIN achievements ................................................................................................................ 11 3.1 Project context and objectives .................................................................................................... 11 3.2 DARWIN story and main results ................................................................................................... 12

3.2.1 Step 0: Community of Resilience and Crisis Practitioners (DCoP) ................................... 12 3.2.2 Step 1: Review of existing knowledge ............................................................................. 13 3.2.3 Step 2: Development of Resilience Management Guidelines ......................................... 14 3.2.4 Step 3: Tools for simulation and training ........................................................................ 15 3.2.5 Step 4: Pilot evaluation studies ....................................................................................... 16

References ........................................................................................................................................... 18

Table of Figures Figure 2-1: The DARWIN story – from theory to practice ............................................................................... 10

Figure 3-1: DARWIN WS1 2016 (left side) and WS3 2018 (right side) ............................................................. 12

Figure 3-2: Geographical places covered by articles ....................................................................................... 13

Figure 3-3: DARWIN Wiki – knowledge management platform ...................................................................... 14

Figure 3-4: DARWIN Capability card – handout format .................................................................................. 14

Figure 3-5: DARWIN simulation, training material, serious and mini game based on virtual reality.............. 15

Figure 3-6: Overview of the DARWIN evaluation activities ............................................................................. 16

Figure 3-7: Distribution of users’ domains involved in different evaluation activities ................................... 17

Figure 3-7: Use of Emergo Train System to evaluate capability cards ............................................................ 17



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List of Abbreviations Table 1: List of abbreviations

Term Explanation

CI Critical Infrastructure

DRMG DARWIN Resilience Management Guidelines

DCoP DARWIN Community of Crisis and Resilience Practitioners

Table 2: List of Definitions

Term Explanation

DCoP Community of Crisis and Resilience Practitioners – created during DARWIN open association for interactive collaboration among practitioners. Potential users and contributors of resilience guidelines, from different domains.

Critical infrastructure "...the physical and information technology facilities, networks, services and assets that, if disrupted or destroyed, would have a serious impact on the health, safety, security or economic well-being of citizens or the effective functioning of governments in EU countries [1]"

Resilience “The ability of a system, community or society exposed to hazards to resist, absorb, accommodate to and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions.” [2]

TRL Technology Readiness Level1 (TRL) is adapted to DARWIN as follows: TRL1. Lowest maturity of concepts and methods. Examples include

scientific articles and conference papers TRL2. Concepts formulated with some precision including some case

applications. Examples include papers include case studies application. TRL3. Analytical studies, regulation and policy aspects analysed. Examples

include concepts that representative for DARWIN end users view included.

TRL4. Resilience concept and/or methods have been validated simulations or workshops in one or more security sectors (low fidelity).

TRL5. Resilience concepts are integrated with reasonably realistic supporting elements so that the systems can be tested in a simulated environment.

TRL6. Representative resilience concepts are tested in a relevant environment. Represents a major step up in a concept demonstration.

TRL7. Resilience concepts and guidelines near or at planned operational system. Demonstration of an actual system prototype in an emergency preparedness exercise operational environment.

TRL8. Resilience concepts and associated guidelines are qualified by regulations.

DARWIN perimeter is between TRL1 (survey at the start) and TRL6 (pilots at the end).

1http://ec.europa.eu/research/participants/data/ref/h2020/wp/2014_2015/annexes/h2020-wp1415-annex-g-trl_en.pdf



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Executive Summary The project aimed to operationalize resilience concepts by developing DARWIN resilience management guidelines adapted to specific domains. This work has been complemented with pilot evaluation exercises providing evidence of advances from theory of resilience to a more practical usage.

This deliverable summarizes results from the DARWIN project. It specifies results including prototypes, target users and benefits to motivate its broader use. This work is achieved through extensive collaboration and rich diversity of the actors involved: project academic partners and project end-user partners; the DARWIN Community of Practitioners (by 2018 includes 160 members from 23 countries), the research community, European and national projects and regulatory authorities.

The main objectives and results are:

• Make resilience guidelines available for a particular critical infrastructure operator by developing and adapting the DARWIN resilience management guidelines (DRMG) to health care and air traffic management domains;

• Enable use of resilience guidelines in non-crisis situations supporting training and evaluation by delivering handouts to facilitate workshop, modules for a Master programme, material for lectures and proposing prototypes for simulation and serious games;

• Facilitate evolution of the guidelines proposing DARWIN Wiki as a knowledge management platform and by involving practitioners, that can evolve and integrate their views and needs;

• Establish a Community of Resilience and Crisis Practitioners (DCoP) by proposing highly interactive virtual and face to face activities to co-create and facilitate early adoption of the DRMG;

• Build on lessons learned in the area of resilience by establishing a link between resilience capabilities and existing approaches and practices relevant for specific domains. This includes shared views from experts and practitioners from different domains;

• Carry out two pilot exercises that apply project results in two domains, the project performed more exercises than planned. Four pilot exercises were conducted addressing health care, air traffic management including cascade effects to other domains. Moreover, a small-scale evaluation was performed addressed highways;

• Establish activities that will lead to project results being adapted to and later adopted by practitioners, workshops, webinars and presentations involving DCoP members have been performed. A white paper on resilience management was produced by five European projects with major contributions by the DARWIN consortium. Contribution to standardisation with knowledge from the project have been provided.

All results are public to facilitate its use. The main conclusion is that the project has achieved promising advances from co-creation to early adoption. Based on this success, collaborations and evolutions will continue after the end of the project through the established DARWIN Community of Practitioners. The developments and experiences indicate a number of needs for further research and innovation, for example:

• Other domains included in the resilience management guidelines to share experiences within and across critical infrastructures;

• Development of tools, in particular to answer research question “What is the contribution of virtual reality to resilience? ”;

• Interactions among the DCoP members to populate the guidelines with rich stories of implementation of the guidelines, additional tools, approaches and methods.

The achievements demonstrate cross-disciplinary collaboration and high engagement between DCoP members and project partners to deliver innovative solutions to understand and to enhance resilience. We thank all contributors for their openness to share knowledge and co-create solutions.



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About the project: 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 the responsibility of protecting population or critical services from policy to practice.

The guidelines address the following resilience capabilities and key areas:

• Capability to anticipate • Mapping possible interdependencies • Build skills to notice patterns using visualisations

• Capability to monitor • Identify resilience related indicators, addressing potential for cascade • Establish indicators that are used and continuously updated

• Capability to respond and adapt (readiness to respond to the expected and the unexpected) • Conduct a set of pilot studies • Investigate successful strategies for resilient responses

• Capability to learn and evolve • Explore how multiple actors and stakeholders operate in rapidly changing environments • Enable cross-domain learning on complex events

• Key areas: living and user-centred guidelines; continuous evaluation and serious gaming



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1 Introduction

1.1 Purpose of the document This deliverable presents main results of the DARWIN project to external audience.

1.2 Authorship and Intellectual Property Rights (IPR) The preparation of this deliverable was performed mainly by the project coordinator SINTEF, with the support of deliverables elaborated by all partners. We thank TUBS and ENAV for their constructive comments.

1.3 Intended readership This deliverable is primarily addressed to external audience, practitioners and researchers interested in resilience management.

1.4 Structure of this document Section 1 reproduced a synthetic version of the DARWIN Story. Section 2 introduces the project context, objectives and main results. Section 3 describes the conclusions and recommendations for further work.

1.5 Stakeholder involvement The involvement of end-users and stakeholders is central to achieve the development of the DARWIN Resilience Management Guidelines (DRMG), which is the main objective and core result of the DARWIN project. Their involvement will ensure transnational, cross-sector applicability and long-term relevance, and to secure their input and involvement in the project the DARWIN Community of Practice (DCoP) has been established. The DCoP includes relevant stakeholders and end-users representing different domains and critical infrastructures as well as resilience experts.

This deliverable uses information provided on scientific deliverables listed in the reference list at the end of this document.



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2 The DARWIN project story – from theory to practice Figure 2-1 provides an overview of five steps the project conducted between June 2015 and September 2018. These steps are explained in the following section.

Figure 2-1: The DARWIN story – from theory to practice



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3 DARWIN achievements

3.1 Project context and objectives “Crises and disasters in recent years have made it abundantly obvious that a more resilient and adaptive approach to preparing for and dealing with such events is badly needed [3, 4, 5, 6, 7]. The Eyjafjallajökull (2010, total losses: approx. 1 billion euros) highlighted the importance of better emergency management at European level, the need for better tools for forecasting and anticipation, and the need for collective, coordinated action by different organisations [8, 9]. The Deepwater Horizon disaster (2010, 11 fatalities and environmental damage from almost 5 million barrels of oil) highlighted the need to improve organisational and individual awareness, and the need to develop resilient safety management strategies that can adapt to anticipated and unanticipated changes [10, 11]. A study of Fukushima Daiichi in 2011 reported that Resilience Engineering provides a critical proactive approach that is essential for improving safety in nuclear facilities. The study particularly highlights the need for the ability to manage unforeseen events [12]. These examples are reminders of the urgent need for tools to reveal, assess and manage resilience in everyday operations and during a crisis [13].

The main objective and core result of the DARWIN project is the development of European resilience guidelines (see details below). Infrastructure operators and resilience developers need something much more dynamic and applicable in practical settings than a set of documents filed neatly on a shelf somewhere. Thus, the sub-objectives of DARWIN are as follows:

O1. To make resilience guidelines available in a form that makes it easy for a particular infrastructure operator to apply them in practice;

O2. To enable use of resilience guidelines in non-crisis situations, for purposes of learning, familiarization and practical training;

O3. To facilitate evolution of resilience management guidelines in terms of “simple ways to make updates and propagate these to the wider community of infrastructure operators and governance processes that take account of the views and concerns of key stakeholders;

O4. To establish a Community of Resilience and Crisis Practitioners (DCoP) - with a lifetime that will extend beyond the end of the project;

O5. To build on “lessons learned” in the area of resilience by identifying criteria and applying these criteria in defining and evolving resilience management guidelines;

O6. To carry out two pilots that apply project results in two domains - Health care and Air Traffic

Management (ATM) – and use this experience to improve project results and demonstrate their practical benefits;

O7. To establish activities that will lead to project results being adapted to, and later adopted by,

practitioners in domains other than the two used in the pilot exercises”2

2 Extract from DARWIN Description of Action (non-public document)



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3.2 DARWIN story and main results The DARWIN project achieved most of its objectives. Several activities including workshops with a community of practice, pilot exercises and small-scale evaluations were successfully carried out. These activities provide different sources of evidence of the resilience concepts advancements in terms to bringing the theoretical knowledge on resilience closer to its practical use [14]. This fact is described in short as “The DARWIN story - from theory to practice”. The following tells DARWIN story as steps and results (R) that can be directly linked to the achievement of the objectives (O).

3.2.1 Step 1: Community of Crisis and Resilience Practitioners (DCoP) The DARWIN Community of Crisis and Resilience Practitioner (DCoP) is an open association including crisis and resilience practitioners which facilitates interactive communication concerning topics related to resilience. Members of the DCoP are from different Critical Infrastructures (CIs) and are important contributors to and users of resilience management guidelines. Membership is voluntary. Activities include face-to-face workshops, webinars, surveys, interviews performed at different stages of the project. DCoP portal is part of DARWIN webpage. Figure 3-1 shows workshop (WS) participants to the first and third workshop. At the end of the project we have participants returned from previous workshops as well as new members. From 2015 – 2018, DCoP activities involved a total of 160 members from 23 countries. They contributed with expert knowledge in the fields of such as, but not limited to crisis, risk and resilience management, Chemical, Biological, Radiological, Nuclear, and Explosive (CBRNE), human factors and safety, marketing, social sciences, computer engineering, disaster and emergency medicine and epidemiology.

Figure 3-1: DARWIN WS1 2016 (left side) and WS3 2018 (right side)

Result: An active Community of Crisis and Resilience Practitioners. Reports from DCoP workshops and webinars [15, 16, 17] and inputs to DARWIN developments. Videos3 and interviews4 as testimony from DCoP members as well as DARWIN partners. DCoP members have started to share lessons on DARWIN5. Target users: CI managers and operators, crisis and emergency response managers, policy makers, safety and emergency preparedness consultants, researchers, current and future research projects, community associations involved in emergency management. Benefit for the users: Sharing knowledge and experience on resilience and crisis management across CIs. Contribute to resilience innovations and lead evolution of resilience within research and practice. Building relationships and networks for future collaborations

3 DARWIN videos available: https://www.youtube.com/channel/UCf42w9sx3HqC2_PMi8OYw8g 4 Interviews: https://h2020darwin.eu/news/project-news/watch-darwin-expert-interviews/ 5 DCoP members lessons: https://h2020darwin.eu/news/project-news/interview-with-dcop-member-anders-ellestrand-in-hindsight-magazine/

https://www.youtube.com/channel/UCf42w9sx3HqC2_PMi8OYw8g



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Contribution to impact: Higher quality of the products being developed because of input from end-users. At the end of the project, the DCoP is a success and perceived as a useful tool for external actors and continues to grow and develop after the project.

3.2.2 Step 2: Review of existing knowledge The first step includes a worldwide catalogue of relevant resilience concepts, approaches and evaluation methods including users' experiences and existing practices and tactics. It includes a systematic literature review of journal articles with world-wide coverage as shown in Figure 3-2 [18]. Result: Catalogue of resilience concepts and requirements for resilience management guidelines.

Figure 3-2: Geographical places covered by articles

Target users: Service providers - critical infrastructures; Policy makers and EU, researchers, academia for course development. Benefit for the users: Discovery and overview of resilience concepts and strategies when dealing with real-life crisis situations to inform and educate practitioners. DARWIN has produced a catalogue that will help the users to build on knowledge available, thus save time and efforts for users. Contribution to impact: Education and awareness on resilience concepts, aiding future developments contribute to alignment on resilience management.

Other results include: approach and selection of relevant resilience concept [19] and elaboration of requirements derived from extensive literature and consensus among DCoP members [20]. Target users: practitioners and researches involved in developing the resilience of critical infrastructures, and developers of guidelines. Benefit for the users: The questionnaires can be adopted to identify relevant resilience concepts. Insights and collection of requirements for elaboration of resilience management guidelines from the end-users’ perspectives that can be transferred and adapted to different domains. Contribution to impact: These "results" are the first step in helping move resilience from a theoretical level into practical, real-life use in organisations. It helps the resilience community to build on this work and avoid duplication of work. Source of reference for other people and organisations developing guidelines – enabling them to learn answer questions: what resilience guidelines should or could be about and help them operationalise the concept of resilience. Others can adapt the method used in the DARWIN project and apply it in their own organisation when defining requirements for resilience guidelines.



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3.2.3 Step 3: Development of Resilience Management Guidelines The DARWIN Resilience Management Guidelines (DRMG) for critical infrastructures are developed around Capability Cards (CC) representing interventions to develop and enhance specific resilience management capabilities. The DRMGs are guiding principles to help or advice a certain organization in the creation, assessment or improvement of its own guidelines or procedures. They can be complementary to existing guidelines, procedures and practices in a certain organization, but they do not replace them. They include concrete examples of adaptation of the guidelines to health care and air traffic management as source of inspiration to facilitate use of the guidelines in different domains.

Figure 3-3: DARWIN Wiki – knowledge management platform

Results: DARWIN Wiki illustrated in Figure 3-3 is an innovative tool (available at https://h2020darwin.eu/wiki/). DARWIN Resilience Management Guidelines delivered in report format [21]. DARWIN Wiki is a prototype. It addresses the iterative and collaborative nature of the guidelines’. It addresses the need of knowledge management capabilities to create, organise, modify and access resilience management. It supports distributed storage, versioning, variants, representation and delivery of guidelines’ content. Figure 3-4 shows a hand-out format that can be used during meetings or workshops to discuss and analyse existing resilience capabilities. To facilitate adoption and adaption of the guidelines to a particular critical infrastructure, a process to adapt the guidelines to specific infrastructure has been created and used by organizations representing two critical infrastructures health care and air traffic management. The process is documented in detail ao it can be used as inspiration for other critical infrastructures. The guidelines adapted to Air Traffic Management and Health care can be found at [22, 23], these documents provide evidence on how the guidelines can be adapted to specific domains.

Figure 3-4: DARWIN Capability card – handout format



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Target users: Primary users are those people or organizations that 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 users 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 are considered for the proposed innovation to fit into the existing arrangements (e.g. compatibility with existing procedures, practices and systems). Tertiary users are external actors who do not derive any direct benefit or make decisions that affect the development of the guidelines but have an influence of its success (e.g. consultants).

Benefit for the users: Harmonize resilience concepts across critical infrastructures. Enable organizations to understand existing resilience and enhance their resilience capabilities and practices supporting response when facing expected and unexpected events. Discovery and facilitate adaptation of the generic guidelines to specific needs and context.

Contribution to impact: It is a big step to move resilience from a theoretical level into practical, real-life use in organisations, also for non-academics. Shows a way using existing and new tools. The guidelines include domain adaptations as examples of how to implement and operationalise them.

3.2.4 Step 4: Tools for simulation and training Prototypes as tools for simulation and serious gaming were investigated to enable deployment of the guidelines. Simulation is used to support pilot evaluations and can be used for training purposes as well. Serious gaming, in the form of mini games, could be used by organisations to train their resilience concepts. Other products are training modules on resilience management guidelines to be used by DARWIN users.

Figure 3-5: DARWIN simulation, training material, serious and mini game based on virtual reality

Results: DARWIN simulation: The simulation tool is used to investigate the implemented conceptual models of particular pilot exercises. By providing different, individually tailored functionalities, it aims to support the evaluation of specific capability cards (adaption relative to events and noticing brittleness). The functionalities include what if predictions, the detection of bottlenecks, subsystem interdependencies, and the possible disruption of processes. Due to confidentiality and language issues (pilot evaluation being in Swedish or Italian), the simulation has been used for an after-action review of the Swedish pilot. DARWIN mini games based on virtual reality prototype: The game does not try to simulate a crisis in a perfectly realistic fashion but aims to be an engaging training material. Most of the situations presented to the user are highly simplified, to leave the focus on the important resilience capabilities presented by the scenario.



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DARWIN tutorials: DARWIN Wiki tutorial included in the guidelines. The resilience management course and syllabus use benefits from DRMG and CCs. Its making content to an available format for academic lecturers. This course is targeted towards professionals working in the areas of resilience, emergency management and disaster response. Additional lectures are available targeting master students based on DARWIN material. DARWIN Training for Operational Resilience Capabilities (D-TORC game based on previous SAF€RA project): Laws, regulations and public expectations means crisis management as a procedural, compliance approach and preparation for specific events. The approach is complemented with resilient performance, flexible operations and means to be prepared to be surprised. The game introduces surprises while playing and shows how organization(s) act in a resilient manner and create better understanding on resilience concepts in dynamic operational conditions and contexts. Target users: Lead user such as consultants, companies providing training and crises simulation exercises and/or universities that take the results and develop them further to provide new services. Benefit for the users: Improve understanding on resilience management concepts and associated interventions so they can start adapting DARWIN results in their CIs. Contribution to impact: Improve understanding and awareness of resilience concepts, innovative tools accompanying the guidelines to make resilience concepts easier to integrate into stakeholders' existing management procedures and practices, and to make DARWIN's guidelines attractive in the market.

3.2.5 Step 5: Pilot evaluation studies Figure 3-6 and Figure 3-7 show the evaluation activities such as pilot exercises, DCoP workshops and small-scale evaluations as well as domains (critical infrastructure involved in the exercises). The evaluation activity includes 247 practitioners from 22 countries directly involved in the pilot exercises [14].

Figure 3-6: Overview of the DARWIN evaluation activities



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Figure 3-7: Distribution of users’ domains involved in different evaluation activities

Result: Quantitative and qualitative approach consolidating diverse source of evidence, a methodology to evaluate resilience management guidelines and associated results [24]. 75% of concept requirements have been covered and the evaluation of maturity shows TRL advances from TRL4 until TRL8. Target users: CI managers and operators, crisis and emergency response managers, policy makers, safety and emergency preparedness consultants, researchers, current and future research projects, community associations involved in emergency management. Benefit for the users: Assurance, concrete evidence and experiences on how organisations with the DRMG are better prepared to cope with expected and unexpected events. This result can be used as a source of inspiration, or can used by CI organizations to evaluate the guidelines in their organizations. It contains concrete examples on evaluation and feedbacks.

Figure 3-8: Use of Emergo Train System to evaluate capability cards

Contribution to impact: Concrete examples of adaptations undertaken to make the guidelines relevant to a specific group. It shows how people involved in the evaluation are impacted by the guidelines. Different adaptations that can be complementary, different translations of the guidelines towards more operational material are considered in the pilot evaluation. It provides example of type of implementation in the guidelines e.g. in terms of modifying procedures and practices. Additional points to be considered are: responses to scenarios, results concerning how resilience guidelines are evaluated, results in terms of recommendation for further development of the guidelines. This work provides qualitative and quantitative evidence over advances from theory to practical applications.



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References [1] European Program for Critical Infrastructure Protection COM(2006) 786 final - Official Journal C 126 of 7.6.2007)

[2] United Nations International Strategy for Disaster Risk Reduction (UNISDR, 2009). 2009 UNISDR Terminology on Disaster Risk Reduction.

[3] Woods, D. D. (2003). Creating foresight: How resilience engineering can transform NASA's approach to risky decision making. Testimony on the future of NASA for the Committee on Commerce, Science and Transportation, John McCain, Chair. Washington. D.C. http://ergonomics.osu.edu/pdfs/Press%20Releases/Press%20Release%20Oct03-Creating%20Foresight.pdf

[4] Birkland, T. A. (2006). Lessons of disaster. Washington, D. C.: Georgetown University Press.

[5] de la Torre LE, Dolinskaya IS, Smilowitz KR, Disaster relief routing: integrating research and practice Socio-Economic Planning Sciences, 46 (2012), pp. 88-97.

[6] Comfort, L.K., Boin, A. & Demchak, C.C. (2010). Designing resilience. Preparing for extreme events. University of Pittsburgh Press.

[7] EUROCONTROL (2013) Challenges of growth 2013 Task 8: Climate change risk and resilience: available at https://www.eurocontrol.int/articles/challenges-growth

[8] Conin, J.S. (2010) Europe paralised: The 2010 Eyafjallaj√∂kull Eruption. In proceedings of the 4th Australasian hazards management conference "From warnings to effective response and recovery".

[9] EUROCONTROL (2012) EyjafjallajoÃàkull - What have we learnt? https://www.eurocontrol.int/sites/default/files/field_tabs/content/documents/events/120522-crisis-workshop-what-eyjafjallajokull-taught-us-sultana.pdf

[10] SINTEF, 2011. Deepwater Horizon-ulykken: AÃärsaker, l√¶repunkter og forbedrings- tiltak for norsk sokkel. SINEF A19148 (Only abstract available in English, Project for the Norwegian Petroleum Authorities)

[11] Colten, CE. Hay J, Giancarlo A, Community Resilience and Oil Spills in Coastal Louisiana, Ecology and Society volume 17, 2012. George A. Bonanno (2012)

[12] Kitamura, M. (2011). Extraction of Lessons from the Fukushima Daiichi Accident based on a Resilience Engineering Perspective, in Proceedings of the 4th Resilience Engineering International Symposium, Sophia Antipolis, 8 - 10 June, Sophia - Antipolis, France

[13] Hollnagel, E., Pariès, J., Woods, D. D., & Wreathall, J. (Eds.). (2011). Resilience Engineering in Practice: A Guidebook. Aldershot, UK: Ashgate.

[14] DARWIN (2018). Deliverable D4.4. Final guidelines evaluation report. Available at: http://www.h2020darwin.eu/project-deliverables

[15] DARWIN (2016). Deliverable D5.2. Community of practitioners (DCoP) resilience concepts, users and academia interactive workshops (WS1). Available at: http://www.h2020darwin.eu/project-deliverables

[16] DARWIN (2017). DARWIN Community of Practitioners (DCoP) resilience concepts, users and academia interactive workshops (WS2). Available at: http://www.h2020darwin.eu/project-deliverables

[17] DARWIN (2018). Deliverable D5.5. DARWIN DCoP resilience concepts, users and academia interactive workshops. Available at: http://www.h2020darwin.eu/project-deliverables

[18] DARWIN (2015). Deliverable D1.1. Consolidation of resilience concepts and practices for crisis management. Available at: http://www.h2020darwin.eu/project-deliverables.

[19] DARWIN (2016). Deliverable D1.2. Evaluation and selection of resilience concepts and approaches. Available at: http://www.h2020darwin.eu/project-deliverables.

[20] DARWIN (2016). Deliverable D1.3. Practitioner and academic requirements for resilience management guidelines. Available at: http://www.h2020darwin.eu/project-deliverables.

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[21] DARWIN (2018). Deliverable D2.4. Revised generic resilience management guidelines. After 30 September 2018, available at: http://www.h2020darwin.eu/project-deliverables.

[22] DARWIN (2017). Deliverable D2.2. Resilience Management Guidelines adapted to health care. Available at: http://www.h2020darwin.eu/project-deliverables.

[23] DARWIN (2017). Deliverable D2.3. Resilience Management Guidelines adapted to health care. Available at: http://www.h2020darwin.eu/project-deliverables.

[24] DARWIN (2018). Deliverable D4.4. Final guidelines evaluation report. Available at: http://www.h2020darwin.eu/project-deliverables.

[25] DARWIN (2018). Deliverable D3.4. Diverse representation and evolution of resilience guidelines support V1. Available at: http://www.h2020darwin.eu/project-deliverables.








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Expecting the unexpected and know ing how to respond€¦ · Expecting the unexpected and know ing...

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