1. VKT-GÖPL, IDIRA, L4S ISCM 2012 29 th March 2012 Christian Flachberger Collaboration in Complex Crisis Management Operations

2. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 2 CONFIDENTIAL What I am talking about today VKT-GÖPL – Validation of concepts and technologies for shared public – private situational awareness IDIRA - Interoperability of data and procedures in large-scale multinational disaster response actions L4S – Learning for Security 3 Projects Collaboration in Complex Crisis Management Operation Technical point of view Human factors point of view 1 Topic – 2 Point of Views

3. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 3 CONFIDENTIAL Collaboration in Complex Crisis Management Operations Technical Point of View Interoperability Collaboration

4. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 4 CONFIDENTIAL Interoperability – still a Major Issue WORK PROGRAMME 2012 C OOPERATION THEME 10 S ECURITY 50 Hits on „Interoperability“ WORK PROGRAMME 2012 C OOPERATION THEME 10 S ECURITY 50 Hits on „Interoperability“

5. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 5 CONFIDENTIAL Interoperability “Interoperability is a property referring to the ability of diverse systems and organizations to work together (inter-operate). The term is often used in a technical systems engineering sense, or alternatively in a broad sense, taking into account social, political, and organizational factors that impact system to system performance.” (Wikipedia) Interoperability is often adressed on technical level (e.g. data exchange standards) on process level (e.g. compatibility of SOPs)

6. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 6 CONFIDENTIAL Example: Common Operating Picture  Exchange of all kind of information  Semantic Interoperability ensures a common understandig of the data Multi-Agency Interoperability Programme

7. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 7 CONFIDENTIAL The „Information Push on Intention“ Concept Is my picture … Complete??? … Relevant ??? … Up to date ??? „Push a piece of information on intention“  Up to today, the most frequently used concept for information sharing

8. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 8 CONFIDENTIAL Changed way of Information Sharing Alternative Concept: Instead of „Push a piece of information on intention“ alternative concept: „Work within a shared information space“

9. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 9 CONFIDENTIAL Example: Organisation of an Appointment First attempt: Email („Push a piece of information concept“)

10. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 10 CONFIDENTIAL Example: Organisation of an Appointment First attempt: Email („Push a piece of information concept“) … „I‘m only available on Monday“ … … „26th March would be fine“ … … „Any time would fit, except 26th March “ … … „I‘m available any time, but please tell me today“ … … „OK, I‘m sending out some new possibilities“ … … „Sorry, in the meantime, my availability changed“ … Effort for Organising the Appointment: 40 Emails + 6 Phone Calls

11. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 11 CONFIDENTIAL Example: Organisation of an Appointment Second attempt: Online inquiry („Work within a shared information space concept“) Effort for Organising the Appointment: Setting up the online inquiry  Everyone sees the availability of all others  Stimulates the comittement to the common goal  Higher personal flexibility

12. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 12 CONFIDENTIAL From Interoperability to Collaboration  Facilitated by a shared working environment Collaboration is … „a recursive process where two or more people or organisations work together to realise shared goals, (this is more than the intersection of common goals seen in co-operative ventures, but a deep, collective, determination to reach an identical objective) — for example, an intellectual endeavour that is creative in nature — by sharing knowledge, learning and building consensus” (Wikipedia)

13. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 13 CONFIDENTIAL Collaboration in Complex Crisis Management Operations Project „VKT-GÖPL“ Shared strategic situation picture for Austrian Public Authorities and Critical Infrastructures

14. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 14 CONFIDENTIAL Research Project „VKT-Goepl“ Ministry of Interior Ministry of Defence Ministry of Health Ministry of Economy Meteorolog. Institute Highway Administration Telecom Energy Suppliers Fire Dept. Online collaboration and shared information space for the strategic level national crisis management

15. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 15 CONFIDENTIAL Collaboration in Complex Crisis Management Operations Project „IDIRA“ Interoperability of data and procedures in large- scale multinational disaster response actions

16. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 16 CONFIDENTIAL Example: Research Project „IDIRA“ Integrated Project within FP7 - SEC 2011 – 2015 18 partners Goal: develop a new capability for more efficient multi-national and multi-organisational disaster response actions

17. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 17 CONFIDENTIAL 17 Org. 3 Activities Org. 2 Activities Org. 1 Activities Collaboration with IDIRA IDIRA Information Exchange Space Enhanced Situational Awareness Enhanced Peer Level Collaboration Operational Level Peer level Collaboration Who I am What I can offer What I do need What I have observed Hierarchical Management Reporting Briefing Assignement Tactical Level Situation Analysis Decision Support Overall Ressource Allocation Management of Assignements Management of Tasks Strategic Level

18. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 18 CONFIDENTIAL Collaboration in Complex Crisis Management Operations Human Factors Point of View Softskills Personal Capabilities for Collaboration and Leadership

19. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 19 CONFIDENTIAL Collaboration in Complex Crisis Management Operations Project „L4S“ Learning for Security

20. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 20 CONFIDENTIAL L4S – Learning for Security “Develop simulation based learning experiences and provide supporting guides and tools for developing the soft skills necessary in effective crisis management” High performance collaboration during a crisis situation Individual leadership during crisis Incidents Decision making in distributed and diverse teams facing crisis Barriers diagnosis to effective crisis management Scope

21. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 21 CONFIDENTIAL L4S – Project Scope

22. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 22 CONFIDENTIAL L4S – Consortium L4S Contact (Project Manager): Dimitris Charalampakis d.charalampakis@metis.gr

23. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 23 CONFIDENTIAL L4S - Results 1.Online Knowledge Community Integrating a Knowledge Base and an active Virtual Learning Community 2.An experience-based learning Framework to address the effective development of collaboration competencies for crisis management 3.Four Simulation Games: Validated experienced based learning solutions deployable in educational and organizational contexts

24. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 24 CONFIDENTIAL L4S – Simulation Prototypes (1) IMPACT Crisis management at the individual, team and organizational level

25. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 25 CONFIDENTIAL L4S – Simulation Prototypes (2) CRISISTUBE CRISISTUBE based on Web 2.0 Learning Networks technology supports effective exchange of Best Practices & experiences of top managers and decision makers on Crisis Management

26. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 26 CONFIDENTIAL L4S – Simulation Prototypes (3) RECKON AND CHOOSE Improving Emergency Collaboration at the Tactical Level

27. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 27 CONFIDENTIAL L4S – Simulation Prototypes (4) CRISISTEAM The Crisis Team simulation is primarily targeted to non experts in crisis management in the air transportation.

28. © FREQUENTIS 2012Date: 20120323Rev.1 File: Flachberger_Colllaboration.pptxAuthor: CFLPage: 28 CONFIDENTIAL Thank you for your attention! Dipl.-Ing. Dr. Christian Flachberger FREQUENTIS AG, Corporate Research Innovationsstrasse 1, 1100 Vienna, Austria E-mail christian.flachberger@frequentis.com Collaboration in Complex Crisis Management Operations