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DARWIN Report Summary

Project ID: 653289
Funded under: H2020-EU.3.7.

Periodic Reporting for period 1 - DARWIN (Expecting the unexpected and know how to respond)

Reporting period: 2015-06-01 to 2016-05-31

Summary of the context and overall objectives of the project

In recent years crises and disasters (Eyjafjallajökull and Deepwater Horizon 2010, Fukushima Daiichi 2011) have made it obvious that a more resilient approach to preparing for and dealing with such events is needed. DARWIN will improve response to expected and unexpected crises affecting critical infrastructures and social structures. It addresses the management of both man-made events (e.g. cyber-attacks) and natural events (e.g. earthquakes).

The main objective is the development of European resilience management guidelines. These will improve the ability of stakeholders to anticipate, monitor, respond, adapt, learn and evolve, to operate efficiently in the face of crises.
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.

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, by:
1. Surveying and cataloguing resilience concepts, approaches, practices, tactics and needs
2. Adapting/customising them to the needs of a domain or specific organisation;
3. Utilization of social media by emergency authorities, first responders and the public as part of resilience management;
4. Quickly locating and accessing the details relevant to a specific situation;
5. Integrating them within existing working processes within organisations;
6. Entering new information (e.g. based on practical experience) that updates the guidelines (to “learn and evolve”).

O2. To enable use of resilience guidelines in non-crisis situations, for purposes of:
1. Learning and familiarisation;
2. Practical training, based on simulation techniques (including “serious gaming”).

O3. To facilitate evolution of resilience guidelines in terms of:
1. The “mechanics” of carrying out updates: simple ways to make updates and propagate these to the wider community of infrastructure operators, with straightforward processes and technical infrastructure for approving changes and managing revisions and variants;
2. Governance processes that take account of the views and concerns of key stakeholders, to smooth the process of agreeing on changes.

O4. To establish a forum - the Community of Resilience and Crisis Practitioners - with a lifetime that will extend beyond the end of the project, that will:
1. Bring together infrastructure operators, policy makers and other relevant stakeholders;
2. Allow them to exchange views and experiences in a dynamic, interactive and fluent way enabled by social media;
3. Act as a widely accepted “authority” on resilience, that will lead evolution of the guidelines and initiate resilience innovations;
4. Start from existing groupings of stakeholders, and grow/evolve during and after the project.

O5. To build on “lessons learned” in the area of resilience by:
1. Identifying criteria that provide indicators of what works well and what does not;
2. Applying these criteria in defining and evolving resilience guidelines.

O6. To carry out two pilots that apply project results in two key areas - Health care and Air Traffic Management (ATM) – and use the experience gained to improve project results and demonstrate their practical benefits in these domains, as well as add value to established risk management practices and guidelines.

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 pilots. (Work done within the scope of the project will initiate the process and provide the basis; full adoption will happen after the project, as part of “Impact”).

Work performed from the beginning of the project to the end of the period covered by the report and main results achieved so far

The work in the first period contributed towards the achievement of the project sub-objectives in the following areas:
• A catalogue including a comprehensive world-wide survey of resilience concepts and practices for crisis management (O1, O5)
• A survey of potential end-users needs concerning resilience concepts that DARWIN Resilience Management Guidelines (DRMG) shall include (O1, O3)
• Identification of criteria and requirements for the definition and evolution of the DRMG (O1, O5)
• An initial version of mechanisms that facilitate evolution of the guidelines (O2, O3)
• Creation of structure and governing processes to establish and maintain a Community of Crisis and Resilience Practitioners (DCoP) (O4)
• Interactive workshops (2 national (Norway, Italy) and 1 international (DCoP Workshop)) allow relevant stakeholders to exchange views and provide feedback to DARWIN current results and plans (O4, O5)
• An initial evaluation framework is under finalization (O5, O6)
• Initial dissemination and exploitation strategy has been defined and DARWIN relevant material is updated using different channels of communication (O5, O7)
• Initial training on resilience concepts for crisis management has been provided (O5, O7)
• Networking and research activities with other H2020 DRS-7 have been delivered, further common activities planned for next period (O5, O7)
• 1 Webinar to present DARWIN concepts to DARWIN Community of Crisis and Research Practitioners
• 1 Webinar facilitated by DARWIN project where all DRS-7 H2020 projects presented results from their worldwide literature survey
• 2 posters, 1 journal article (submitted under evaluation), 2 conferences papers submitted (last ones to be presented during P2) (O5, O7)
• Definition of project management, ethical, security and data management strategies and practices
• Leading innovation by creating space and mechanisms where partners and DCoP members are willing to co-create collectively useful solutions

Progress beyond the state of the art and expected potential impact (including the socio-economic impact and the wider societal implications of the project so far)

The concept of resilience has been used in a wide variety of ways in academia and in the field of practice.

The following are contribution to the state of the art:
• A comprehensive worldwide survey of resilience concepts for crisis management. These concepts cover essential resilience abilities of Critical Infrastructure (CI) stakeholders to anticipate, monitor, respond, adapt, learn and evolve. From a review of 1331 abstracts of peer-review articles, 279 were analysed. The review was complemented with interviews to map resilience practices. The contribution to the state of the art is in terms of consolidating relevant resilience concepts for crisis management.
• Using a 2 cycle modified Delphi process, 56 resilience concepts were evaluated and prioritized. The respondents to the evaluation consist of diverse multidisciplinary experts including scientist, policy and decision makers as well as practitioners from governing institutions, academia and end-users (members from DCoP).

DARWIN contribution to the expected impact listed in the work programme is as follows:
• “The development of DRMG and demonstration through pilot implementation ” Evidence at M12: Process for development of generic guidelines to be used by European and national agencies agreed within the project taking into account requirements defined by potential end-users. Five scenarios for pilot implementation are proposed taking into account DARWIN end-users represented within the consortium and feedback from DARWIN DCoP workshop.
• “… proactively target needs and requirements of users such as civil protection units, first responders and critical infrastructure providers” Evidence at M12: DARWIN team and DCoP are actively involved in the development of the guidelines representatives from civil protection, critical infrastructure service providers and first responders.

Concerning innovation capacity and new knowledge:
• “Contribution to new knowledge and experience sharing” Evidence at M12: DARWIN deliverables provide knowledge on resilience concepts and practices from crisis management. Internal work-packages workshops, 2 webinars and DCoP workshop enable DARWIN and participants regarding resilience concepts in action.
• “…addressing emergencies that have cascade effects between domains” Evidence at M12: DARWIN initial evaluation plan covers ATM, healthcare and other domains, as well as interactions and cascade effect between them.

The project address barriers affecting the achievement of the expected impact as follows:
• “Insufficient interest from end-user in DARWIN solutions” Evidence at M12: World-wide survey identify concepts and practices and incorporate needs from end users. Some progress concerning DRMG design involving end users (human-centred approach)
• “Stakeholder groups oppose to use the proposed guidelines” Evidence at M12: Project team includes end-users, DCoP members and cooperation with other DRS-7 ensure co-development of guidelines. Project considers recent developments of ISO 22300 Societal security Societal security and organizational resilience

Regarding key performance indicators:
• Contribution to realization of the European research area: The project makes scientific data available and re-usable through the DARWIN web site. Other H2020 on-going projects making use of deliverables e.g. One H2020-DRS-14 project Smart Resilience DRS-14 project.
• Widening participation – Societal impact: At M12, DCoP participation contributing to the development of the guidelines includes 50 members from 10 different countries. It is constituted by representatives from 4 policy makers, 2 civil protection, 2 fire and rescue, 1 water supplier, 2 oil and gas, 5 from aviation, 10 from health care, 1 NGO, 3 technology companies and science (6 academic disciplines).

Related information

Record Number: 192886 / Last updated on: 2016-12-15
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