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n Figure 3-5.

25 of 84

expanded tomin) is also

informationject:

s to providert of D2.4, in

ted and willmore basicinformation

nt (based onthe process

roach to theintroducing

ocus on the

concepts.

.

4

o o

n

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For each of been illustra

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re, the memof other comr-neutral.

ete set of slidoncept cardsnature of evodate contentlustrations, iample we inc

3.4 Resilience


F

t cards, an oictograms (e

igure 3-6: Illu

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e Manageme


igure 3-5: St

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ustration for

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l 70 slides) cdefined withlines, it is rening materias, methods ract of the cu

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tructure of a

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r the “Comm

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ecommendedal. For examp

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a concept car

produced and

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e informatioms for perso

by any stakeneric Resiliend to verify itsple, the curric CI such ason of the tra

ation Tutoria


rd

d then the tr

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on about hisons are thoug

eholder to gence Manages detail contrent DRMG vs healthcareining materia

als

Union's 53289.

riggering que

ard

s or her orgght to be an

et an easy aement Guidetent of the Dversion inclu

e and ATM). al in Append

26 of 84

estions have

anisation tondrogen and

access to theelines (D2.1).DRMG in theude relevant

For a moredix A.

4

e

o d

e .

e t e


4 DARW

4.1 D-TO

4.1.1 The nIt will be begiven the opossible tenlevels. Henindividuallypragmaticafeatures, in

4.1.2 DeveMan

The SAF€RAoperationalTORC can bTORC" labe

The pragmacombinatiorules. The owith the (dy

Organisatiothe overlapthe principoverestimat

TORC comp

• Opeman

• Main c

• Intespa

In D-TORC, typical appresponder.

Both the noactual level

• R1: • R2:

reco

D3


WIN supp

ORC: DARW

need for traeneficial for opportunity nsions due fce there is as well as lly recognizacluding the o

elopment oagement; fA project Tl resilience cbe applied tol.

atic perspecn with, but

overall aim isynamic) oper

ons engaging zone betwe

ples of resite resilient p

prises three d

erational trnoeuvre in cnagement t

complex opeegrated traice of manoe

the manageearance will

otion of a "ms are:

Defend norBuild robus

ombining an

3.4 Resilience


porting t

WIN applied

aining "at tDRMG uptato explore

or instance ta need for in conjunc

able in the popportunity

of Training ffrom TORC TORC (SINTEcapabilities. o specific DR

ctive of TORCfrom within

s a reconciliarational cond

in TORC traeen the two plience in a

properties, in

distinct but c

raining: revcomplex operaining: articrations; ning: establi

euvre over ti

erial-vs-operl be along t

margin" and a

malcy (do adstness to an

nd/or extend

e Manageme


raining a

d TORC

he limits"ke to be ablthe limits oto time and a training s

tion, addresparticipants' to create tai

for Operatioto D-TORC

EF homepagThe TORC g

RMG CCs and

C is how to n the "conteation of rulesditions and c

ining thus shprinciples. Th

an accountan which case

coherent trai

eal, articularations (wheculate, explo

ish, calibrateme.

rational diffehe axis' of p

a "space" ar

dditional wornticipated dis

ing normnal

ent Concepts


approach

e to go deepof (resilient)

resource coscheme thassing topics own operailored trainin

onal Resilie

ge for the Tgame is usedd the scenar

cultivate reextual shados and adapticontexts.

hould acknowhat is, they s

able and prrisk may inc

ining arenas

ate, develoen procedureore, maintain

e, reconcile

erentiation cpolicy make

re referred th

rk or preparasturbance (a response)

s and Applica


hes

per into spec operation.

onstraints, bet can operathat are re

tional conteng situations

ence Capabi

TORC approd as a baselirios used in

esilience andow” of its op

ve capacities

wledge the cshould aim torudent mancrease.

with distinct

p and demes are insuffin and manag

and sustain

can be applir vs crisis m

hrough a coa

ation in ordea specific res

ation Tutoria


cific situatioThis include

etween actoate at differelated to CCext. The TOR.

ilities (TORC

ach) is a gne to be furthe DARWIN

d operate mpposite princs into a func

challenge of o recognize,

nner, avoidi

t but cohere

monstrate thcient); ge a mandat

n the balanc

ed at differemanager, and

arse notion o

er to enable csponse to a

als

Union's 53289.

ns in which es the inter

ors at differerent organizaCs in a manRC approach

C) for Resili

ame-based rther develoN project, un

ore flexibly,ciple – compctional whole

manoeuvrinimplement ng any tem

ent objective

he needed

ted space of

ce between

ent levels, bd crisis man

of "resilience

compliance specific dis

27 of 84

trainees areractions andent authorityation levels,nner that is offers such

ience

training foroped so thatnder the "D-

not only inpliance withe, consistent

ng "safely" inand develop

mptation to

s:

margin of

f manoeuvre

margin and

ut the mostager vs first

e level". The

with rules)turbance by

4

e d y , s h

r t -

n h t

n p o

f

e

d

t t

e

y


• R3: larg

The resilienprocedures

TORC trainstructuring solve the sit

There are tSimulation

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4.1.3 D-TOD-TORC mavs managerbetween th

Hence, in Especific detwhich the o"after" ("afbetween th

The basic pr

• pro• the • and

fram

The typical context ada

D3


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nce levels (R).

ing is operthe training tuation ("str

hree differeMode (SM).

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ORC Emulaty primarily brial) duality e before, du

mulation Motails of the Doperational fter-action")e presumed

reparation fo

ocedures/pla specificatio

d a set of remes the repe

training casapted to the

3.4 Resilience


d rebound he system be

R1-R3) signif

rationalized situation/sc

ategy cards"

Figure

nt modes of

s such howal material nonisation wit

ion Mode (be used befoof the TORC

uring and afte

ode, a trainiDRMG are cla

side explore phase in and the "ac

or Emulation

ns as a compn of initial sit

esources, skiertoire of the

se is to link trainees.

e Manageme


in an (isolateyond design

fy increasing

through a cenario, trigg"), and record

e 4-1: Trainin

f D-TORC op

ever comprineeded, as wth DARWIN t

EM) ore and/or afC training aper phases, re

ng session marified and ses the validiwhich integtual" experie

n Mode is to

pliance refertuations andlls and strat

e resilient re

the EM trai

ent Concepts


ted) surprisin base or pre

g levels of

dedicated bgering eventding of the t

ng arenas an

eration; Emu

ises the threwell as (posterms and de

fter an actuapproach perespectively.

may emulatesubstantiateity of these grated trainence.

prepare the

rence, d disturbancetegies that osponse.

ning situatio

s and Applica


ng/unexpectesumed mod

deviation fr

board games ("game charaining proc

nd TORC gam

ulation Mod

ee different ssible) modifefinitions.

al or conceive se implies

e a managerid, succeededsubstantiati

ing conveys

following tr

es from whicorganization

on and mate

ation Tutoria


ted situatione of operatio

om the com

e, with suppanger cards"ess ("log pos

me PAD

e (EM); Reco

modes of tfication of t

ed event. Hoa possible e

ial "before" d by an emuions, and fos an evalua

aining mater

ch resilience s normally u

erial to a spe

als

Union's 53289.

n/episode (bon)

mpliance bas

plementary "), resourcesster".

onstruction

training as lithe TORC PA

owever, the emulation of

phase in whulated "durinollowed by aation and re

rial in advan

is called for,use. This co

ecific CC -an

28 of 84

by engaging

se (plans or

information available to

Mode (RM);

isted above,AD layout in

(operationalf and bridge

hich context-ng" phase inan emulatedeconciliation

ce:

, mprises and

nd a specific

4

g

r

n o

;

, n

l e

-n d n

d

c


From the oscenario, coconditions f

Intended dmay be form

There are hOperationa

4.1.3.1 D-Here, manapresumed rconducted, substitute tfrom the) calternatives

4.1.3.2 D-Here, EM cgeneric TORmanagerial operationalintegrated evaluate the

4.1.4 D-TOIn addition, (real) episoeffort is neeSTEP diagra

Hence, D-TO

4.1.5 D-TOHere, TORCthe limits ofto the simu

Hence, D-TOorder to scrthe implicat

The figure halted/inte

5 Note, to enreplacement

D3


outset, EM tompliance bfor the resilie

isturbances malised as st

however twol and Integra

-TORC EM agerial trainiresilient resp

limited by them). Next,ompliance bs identified. F

-TORC EM commences RC strategies

training is cl team, withtraining is ce performan

ORC Recons TORC trainide, and leareded to puncam.

ORC RM train

ORC SimulatC training is f resilient oplation proce

ORC is used rutinize critictions of the d

below illustrrupted at a

able the full s

3.4 Resilience


training resebase, disturbent response

may be formtrategy cards

o main typesated training

Type 1: Exing is used tponse (at dithe predefi integrated t

base, the perFinally, the "

Type 2: Exwith operats, and with aconducted ah a critical aconducted innce of the co

struction Mng can also bning from it.ctuate the re

ning could a

tion Mode conducted in

peration is dess.

to "zoom incal choices/ddecisions ma

trates the ka point of tim

spectre of resi

e Manageme


embles origbance(s) calle at different

malised as gs, similar to t

s of D-TORC g.

xploring anto initially prfferent levened strategtraining is corformance ofresilience le

xploring anional traininan open optas an after-aassessment n order to smpliance ba

ode (RM) be used after. In essence, eal episode a

lso be used a

(SM) n the contexerived from t

n" on criticadecisions, anade through

key featuresme at which

lience levels,

ent Concepts


inal TORC tling for a ret levels.

game changthe original T

EM training,

nd validatirescribe a se

els) for the agy cards (oponducted inf the given rvel" implied

nd assessinng conductedion to inven

action reviewof their pro

select and pase, and asse

r a real situa it resemble

and identify t

as a tool in a

xt of a simuthe simulatio

l points in and to proceed

TORC trainin

s of D-TORCh it is planne

prescribed str

s and Applica


training, reqesilient resp

er cards, anTORC setup.

, employing

ng a precoet of strategassumed situtionally giveorder to critesources forby the train

ng an "oped in a mannt new strate

w, evaluatingobability of preserve theess the prope

ation, for thes EM Type 2the relevant

a real after ac

lation, from on sequence

simulation d by using thng.

C SM. A DAed or expec

rategies must

ation Tutoria


uiring pre-trponse, and t

d the skills/

different seq

onditionedgy cards thatuation. Nexten the optiotically evaluar the resiliening is assesse

en" resilienner in which egies as the sg the adaptisuccess in amost valua

er resilience l

purpose of training, buinvestigatio

ction review

which the oe, and the D-

exercise, at he simulation

RWIN (D3.3ted that the

be subject to

als

Union's 53289.

raining devethe specifica

/competence

quencing of

d resilient rt frame and t, operationaon to rejectate the (nee

nce responseed.5

nt response trainees arsituation chaive path crea real situatable strategilevel.

reconstructiut additional n points, e.g

.

opportunity -TORC outpu

which a haln tool (D3.3)

3) simulatione current pa

modification,

29 of 84

elopment ofation of the

es/strategies

Managerial,

response contain the

al training is, expand ord to deviate

e, and/or the

e e guided byanges. Next,

eated by thetion. Finally,es, critically

ng an actualpre-training

g. by use of a

of exploringut is fed back

t is made in) to visualize

n process isth will pose

, expansion or

4

f e

s

,

e s r e e

y ,

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r


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4As part of preparationbetween EM

Table 5: D-T

Main issue

Sensitizationfor D-TOtraining adevelopmen

D3


or specific che expected (

TORC EM (Tyong predefi

s fed with the

4.1.6 Tempthe TORC

n for TORC tM, RM and S

TORC prepar

Specific

n ORC and t

Recognunderstthe potimproveresilienc

3.4 Resilience


hallenges. Adeteriorated

Figure 4-2

ype 1 or 2) ned resiliene modified p

plate for preapproach, a

training (ref)M training.

ration in diff

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fter making d) result.

: Combining

training sest responses

parameters re

eparation oa separate g). In the tab

ferent mode

D-TOR

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The trainee orfor resilience,an operationimportance of

Recognize thtraining on hyemulated siorder to l"atypical" exppractices bdesign base oand/or plans.

ent Concepts


the halt, th

g D-TORC and

ssion is initias. Once the eflecting the

of D-TORC tguidance do

ble below, th

es

RC EM

Type 2

rganization m of maintainin

nally experienf their reconci

he value ofypothetical orituations inlearn aboutperiences andbeyond theof procedures

s and Applica


he simulator

d resources

ated in ordedecision is

e chosen stra

raining in oocument suhis advice is

D-TORC RM

must recognizeng a distinctionced marginiliation suppo

f r n t d e s

Mandate TORC in leevents

Contact anstakeholdeevents prpart of RM

ation Tutoria


r may be "sp

simulation

r for a selecmade as pa

ategy, and th

organizationpports the adapted to

M

e the value of on between a for resilienrted by trainin

the use of arning from r

nd commit others in typiresumed to

M

als

Union's 53289.

peeded up"

cted group tart of the t

he simulation

ns trainee org

o D-TORC, d

D-TORC

f managerial aa managerial nt performanng

D-real

her ical be

Contactowners holders simulatand res

Establisagreemterms

30 of 84

in order to

to create ortraining, then proceeds.

anization inistinguishing

C SM

accountabilitymandate and

nce, and the

t and commitand stake-

ofion processesources.

sh ments on

and

4

o

r e

n g

y d e

t -f s

n d


Main issue

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6 SINTEF rep

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and on

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port A279312

3.4 Resilience


c focus

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Ep

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2, 2016, Table

e Manageme


D-TOR

Type 1

Contact antraining pacollaboration

In the oriapproach, aTraining Taroffered as defining thescope" for thD-TORC, thConcept Cardssimilar Optionally, between TTmight be coenhanced clar

Select a rangCards (CCs) ap

Create a comCCs

Identify, a prisafety managperformance.

If possible, ass"resilience represembling "r

Consider the probes" as a known by the

Consider the schemes in orduring traininfree improvisa

Restricted tselected for EM

Establish a progression o

Establish a according to be both opera

Align trainee

2. See Ref (S

ent Concepts


RC EM

Type 2

nd commitartners foron EM

iginal TORCa list6 of

rgets (TT) isa way of

e "resiliencee training. In

he set ofds (CC) serve a

purpose.a mapping

Ts and CCsonsidered forrity of scope.

ge of Conceptpplicable

mplete invento

riori, any “hoogement system

ssess a priori epository" in t

resilient perfor

possibility ofstand-alone

e trainees.

possibility ofrder to predefng (e.g., rangiation ("MacGy

to the CCsEM

core/referencover time.

tentative listchosen CCs a

ational and m

e groups and

SINTEF home

s and Applica


D-TORC RM

t r

C f s f e n f a

g s r

t

Set up areflecting interest foreal eventmake a ma

ory of plans, r

oks and probem, that can be

experience anterms of descrmance" acco

f defining (mexercise, or

f establishing fine a flexible sng from allowyver mode").

s Restricted selected fo

ce group to

t of manageand overall obj

anagerial, dep

d Allocate

epage for the T

ation Tutoria


M

a list of Cthe scope

or learning frots (if applicabapping to TTs)

rules and pro

es” in the plae used to facili

d knowledge riptions and nrding to scope

mere) recognitensure, by ot

an "anomaliset of modes

wance to mod

to the Cor RM

monitor an

erial and opbjectives. Notepending on ch

capacities

TORC approa

als

Union's 53289.

D-TORC

conditiointeractsimulat

CCs of

rom ble, )

Set upexclusivapplicabintegratsimulatconsistescope simulatterms afor intethe process

ocedures relat

ans/procedurelitate and leve

that can delivnarratives exe

ition of such ther means, t

izing" approaof manageria

dify rules, to o

CCs Restrictselected

nd evaluate

perational trae that a specifhoice of CCs.

to Allocate

ach)

31 of 84

C SM

ons fortions withion activities

p a (non-ve) list of CCsble fortion withion, ent with the

of theion, and the

and conditionseraction with

simulation

ted to chosen

es, and in theerage resilient

ver input for axemplifying or

"hooks" andthat they are

ach or similaral interventionpening up for

ted to the CCsd for SM

the training

ainee groupsific group can

e personnel

4

r h

-s r h

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n

e t

a r

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g

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l


Main issue

D3


Specific

Exploraintervie(mini) w

Documescan/re

Selectiocases, and capabili

Interviekey emp

In-deptworksholocation

3.4 Resilience


c focus

cpo

tive ews and workshop

Iut

ent view

E

CpaCcu

on of use scenarios

possible ities

Itpr

ews with ployees

Ect

p

h ops on n

Etr

e Manageme


D-TOR

Type 1

chosen CCs wplanned rolorganization

Identify propeused to link teams when f

Establish an o

• Man• Polic• Polic

field • Hiera• (Sign• Relev

impe• Othe

Create a plans/proceduapplicable forCCs. Validcompletenessusability

Identify use cto selected Cprerequisites realistic emula

Explore to wculture that fthe complian“taboos”, and

Validate the persons with t

"Walk-throug"resilient" resp

Elaborate thethe presumresponse

ent Concepts


RC EM

Type 2

with current orles in the

er use cases inresilience to

facing disturba

overview of

nagement ambcies on rulemacies on deviat

staff archy of procens of )Actual evant legislaterative er relevant tra

synopsis ofures that arer the selecteddate theirs and

cases relatedCCs, elaborate

necessary foration.

which degree facilitate surpce policy is m

d prevalent lea

interviewee'sthe potential

gh" of a (nsponse is inevi

e inventory ofmed resilient

s and Applica


D-TORC RM

r e

capture informatioafter anoccurred

n order to revefamiliar pracances in norm

bition and visiaking and ruletion and emp

edures and insexperiences wiion and sta

aining process

f e d r d

Create a caan inventapplicable plans/procimmediateevent

d e r

Establish recognizingthat matcCCs

the organizaprises emerginmaintained anadership style

s understandiof being oper

on-controversitable

f t

Select a swidely throughouorganizatio

ation Tutoria


M

and organn immediat

n event h

eal practices actice, e.g., cop

mal operation

ion for dealingmanagement

powerment of

struction ith rule breaki

akeholders up

es and progra

apacity to selory of (idea

cedures ely after

criteria fg situatioch the select

tion have a jng from D-TOnd enforced, s.

ing of their pating as futur

sial) "norma

situation thatrecognis

t ton

als

Union's 53289.

D-TORC

nize tely has

with ccompetinteractsimulat

and experiencoping styles of

g with the unet f first line sup

ing pholding the

ams

lect ally)

an

Establisinventoapplicabplans/prelevanscope owith simulat

for ons ted

Identifypunctuasimulatand derthat situatioselected

just, open orORC training,

the potentia

presumed rolre D-TORC "su

al" situation

t is sed the

Select situatiowidely throughorganiz

32 of 84

C SM

capacity andtence tot with theion process

ce that can beof operational

expected

pervisors and

e compliance

sh anry of allble

procedures t for the

of integration

ion/simulator

y possibleations of theion context,rive use cases

link theons with hed CCs.

r transparenthow (strictly)l presence of

les, scout foruper-users"

in which a

a "halt"on that is

recognisedhout theation, and

4

d o e

e l

d

e

n l

e n

r

e e , s e e

t ) f

r

a

" s d e d


Main issue

Identifying target groand start-communicat

Tentative training plan

Substantiatioof TOTraining developmen

D3


Specific

oup -up ion

on ORC

t

SourcesinspiratfunctionaddressTrainingElemen

3.4 Resilience


c focus

Fic

t

Dui

IsaC

s and tions of nality sed in g ts

cc

ea

DosCqtictr

ooai

e Manageme


D-TOR

Type 1

Formalise theinformed aboconfidentiality

The selection the scope of t

Define the tenuse cases, ininitiate and dr

If multiple Csubject to traand state thCC sequencing

The joint objcommensurabconsistent wit

The original T

a. Resoessen

b. Stratrans

c. Orgaor sucapa

These categoensure that thaddressed

Depending on the scope of the CC in question, the inventory can be close to or resembling "normal" operations, or it can be a case of introducing

ent Concepts


RC EM

Type 2

e training groout the purpoy related to co

of trainee grthe chosen CCs

ntative traininncluding scenrive the gamin

CCs shall beaining, definee reason forg,

jective is to ble with the oth the key asp

TORC approac

ources and contial ingredien

ategies, heurissform the inveanizational enustain the pr

ability

ries may be ahe actual con

Depending question, it the range oinventory

s and Applica


D-TORC RM

oups. Both mse and contexontroversies a

roups with opCs

ng plan includnario descriptng activity.

e e r

Define coutilizing opemerge

ensure that objective of thpects of the re

h is to disting

mpetencies (snts in the prosstics and intentory from pnablers and "lrocess of leve

applied also intent is derive

on the scopmay be nece

of the "invent

ation Tutoria


M

managerial anxt of the fort

and opposite v

erational/ma

ing dates. Deftions and rel

ontingencies fpportunities th

the impact oe CC in focus,levant CCs

uish between

skills, knowledspected resilieeractive pattarts into a cohlubricants" theraging and i

n D-TORC. Hod from or con

e of the CC essary to delimted" or select

als

Union's 53289.

D-TORC

that implemsimulat

nd operationathcoming trainviews, ensured

anagerial roles

fine a tentativlevant game

for hat

Coordinsimulatidentifyintervenwith the

of resilient r, AND that th

dge and attitent response terns that arherent action hat may reinfimplementing

owever, the knsistent with

C in mit ted

Range odependlink to E2.

33 of 84

C SM

is easilyented in theion

al groups arening, and thed.

s must reflect

ve portfolio ofchangers to

nate withion plans,

y the precisention pointse simulation

responses aree inventory is

ude) that are

re needed to

force, amplifyg a resilience

key issue is tothe actual CC

of inventory isdent on theEM, Type 1 or

4

y e

e e

t

f o

h ,

e s

e s

e

o

y e

o C

s e r


Main issue

4Here, an ex

CC 3.2. Eand proc

The case ch"Collision be

D3


Specific

Define targets operatiomanageintegrattraining

Operatithe straining

(If developresourccards)

4.1.7 Examample of pre

Establish thecedures.

hosen is the etween oil ta

3.4 Resilience


c focus

snu

hifaoo,mait(

scope and of

onal, erial and ted g

Patbn

of

onalize scope of g

desired, p ce/strategy

Etitprr

ple of D-TOeparation for

e conditions

E.4 case in Danker and pa

e Manageme


D-TOR

Type 1

something novel and unknown. This choice has implications for scope and targets of operational, managerial and integrated training (see below)

Plan a convand sequencintypes, between "exneeded "articulating or "reconciliaformer two

Elaborate the inventory of the presumed resilient response.

ORC Emulatr EM training

for adapting

Darwin D4.2.assenger ferr

ent Concepts


RC EM

Type 2

venient "mix"ng of training

alternatingxperiencing a

margin",a mandate",

ation" of the

Elaborate an inventory of potentialresilient responses, OR leave itopen forthe traininggroups todecide

tion Mode (g is provided

g during crise

. "Initial Evary leaving Go

s and Applica


D-TORC RM

" g g a

e

Define whoperationatraining sit

l

t r g o

Delimit tpotential responses

(EM) Type 1d by referenc

es and other

luation of thotland in sev

ation Tutoria


M

ether traininal, managertuations,

the range resilie

to events

1 and 2, targce to:

r events that

he Guidelinesvere weather

als

Union's 53289.

D-TORC

ng should comrial and/or

of ent

Prepareof the "to prefeType 1 o

geted at a C

t challenge n

s". The E.4 cr conditions”

34 of 84

C SM

mmence withintegrated

e the training"halt" relativeerence for EMor 2

CC 3.2

normal plans

case is about”.

4

h d

g e

M

s

t


The actors managerial operationalthere are pl

Table 6: D-T

Main issue



7 Presuming several perso8Also the Meoperational tr9 SINTEF rep

D3


involved in tposition, a

l position. Tlans/procedu

TORC prepar

Specific

n ORC and t

Recognunderstpotentiimproveresilienc


Consolidpriming

that this is an ons eligible foedical Coordinraining group port A279312

3.4 Resilience


this hypotheand the reghe activity tures in advan

ration in Em

c focus

izing and tanding the al for ed ce


dating and g the

"on-duty" rolr that duty nation Staff o

2, 2016, p23, s

e Manageme


tical D-TORCional coord

targeted willnce, under th

ulation Mod

Ty

By choosing managerial distinction bexperienced mof their recon

This is signifi"before/durin

EM () trainincrucial issue capacity of thto deviate frsituational neabout "atypiprocedures a

For simplicitcollaboration

Here, only Cinformed thro"authority issThese are operationaliz

It would ma(Systematic operational psuch a combcorrespond tolevel group oCC61.1 traini

Create a comthe coordinat

le not possesse

r Hospital Co

see (SINTEF h

ent Concepts


C case will bination funcl be the coohe supervisio

de (EM)

ype 1

CC3.2, the Caccountabilit

between the margin for resnciliation supp

ied in the CC3ng/after the c

ng therefore s over time, he CÖ to autorom procedureeds, and, repical" experien

and/or plans.

ty, contacts n is omitted he

CC3.2 is selecrough the descsues", capabialso support

zed though th

ake sense to managemen

personnel for bination, the o the "operatof policy making could then

mplete inventotion function o

ed by a single

oordination St

homepage for

s and Applica


e the On-Duction Collab

ordination acon of the CM

D-TORC E

Type 2

CMO have imty for resilie

CMO mandasilient performported by train

3.2. Introductcrisis"

supports the nthus building

onomously judres in order topeatedly, befoces and prac

and commitere.

cted, and thecriptions of "nility issues" ated by the e TORC board

combine CC3t of policiesdealing with CMO "mana

ional" group okers for Östergn "capitalize" o

ory of plans, of CÖ.

e person, the m

aff at any of t

r the TORC ap

ation Tutoria


uty Chief Medboration Östctivity of the

MO.

EM

mplicitly recognce of CÖ,

ate and the mance, as welning.

ion, and in th

need to persisg and maintadge and decido ensure resilore, during antices beyond

ment of tra

e scope of renature of planand "learning

Training Tad game.

3.2. with othes involving pemergencies agerial" groupof CC6.1, and götland, or aton the results

rules and pro

management tr

the three hosp

pproach)

als

Union's 53289.

dical Officer tergötland (e latter, pre

gnized the vaof maintainCÖ's operati

ll as the impor

he various no

stently addresaining trust de where andilience accordnd after crisis,the design b

aining partne

esilience trainns and proced

process" in argets9, which

er CCs, e.g., policy-makersand disruptio

up of CC3.2. relating to a t a nationale of CC3.2. trai

ocedures rela

raining group

pitals involved

35 of 84

(CMO)7 in aCÖ)8 in thesuming that

alue of ning a ionally rtance

tes on

ss this in the

d when ding to , learn ase of

rs for

ning is dures", CC3.2. h are

CC6.1. s and

ons). In would higher lever.

ining

ted to

can comprise

d, could be an

4

a e t

e

n


Main issue


D3


Specific

compliaand manage

and on



Documescan/re

3.4 Resilience


c focus

ance base safety

ement

on of to be

d in the (company

roup)


ent view

e Manageme


Ty

Identify, a prin the safetyleverage resiplans/proced

If possible, ainput for a "rexemplifying Presumably, events to dra

Presumably, recognition oensure, by otand CÖ).

It is also presvarious CMOto modify ruimprovisation

At this point,

The core/refprogression oalso from Mrepresentativ

The tentative"eligible" CMas well as exp

In initial phapresumed robeneficial to facilitate "pe

Choose and rpractices andpractice, e.gdisturbances

Establish an o

• Mandeal

• Policinter

• Policand

• Hier• (Sign• Rele

com

ent Concepts


ype 1

riori, any “hooy managemenilient perform

dures that allo

assess a priorresilience repo

or resemblinthere will exis

aw from.

it will alsoof such "hookther means, th

sumed here thO intervention

ules or choon ("MacGyver

the CC3.2. tra

ference grouover time coul

Medical/hospitves of transpo

e list of manaMOs, the oper

perienced

ase, it would oles within the

invite people erspective taki

review 2-3 casd experience g., coping sin normal ope

overview of d

nagement (CMling with the ucies on rulrpretation of cies on deviatfield staff, CM

rarchy of procns of )Actual e

evant legislampliance imper

s and Applica


D-TORC E

Type 2

oks and probent system, tha

mance. E.g., aows for an alte

ri experience ository" in termg "resilient pest a rich set o

o be possibleks" and probehat they are k

hat it will be during traininse among op

r mode")).

aining should

up to monitld be derived ftal Coordinat

ort services.

agerial traineational traine

be preferable group setupto "emulate"

ing/making" e

ses from the pthat can be ustyles of operation

ocuments des

MO and policyunexpected lemaking anthese

tion and empoMO's interpretcedures and inexperiences wation and rative

ation Tutoria


EM

es” in the plaat can be useny step or deernative cours

and knowledgms of descripterformance" aof prior excerc

e to rehearses" as a standknown by the t

plausible to dng (e.g., rangptions, to op

not be mixed

or and evalfrom the high

tion Staff at

es would be pee groups from

e that traineeps. At a later" other peopleeffects

past two yearsused to link reerational tea

scribing

y level's) amb

d rule man

owerment of ftation struction

with rule breakstakeholders

als

Union's 53289.

ans/procedureed to facilitatecision point se of action

ge that can dtions and narraccording to cises as well a

se on the (d-alone exerctrainees (both

distinguish beging from allowpening up fo

d with other CC

luate the trher policy leve

local hospita

picked by from CÖ staff, n

ees operate inr stage, it coue's roles, in or

rs in order to esilience to faams when f

bition and visi

nagement, C

first line super

king s upholding

36 of 84

es, and te and in the

deliver ratives scope. as real

(mere) ise, or

h CMO

tween wance

or free

Cs

raining els, but als, or

om the novices

n their uld be rder to

reveal amiliar facing

ion for

CMO's

rvisors

g the

4


Main issue




D3


Specific


Interviekey emp


oup -up ion

on ORC

t

SourcesinspiratfunctionaddressTraining

3.4 Resilience


c focus

on of use scenarios

possible ities

ews with ployees

h ops on n

s and tions of nality sed in g Elements

e Manageme


Ty

• Othe

Create a synthe presumedprepare them

Identify use including butnecessary for

Explore to whtransparent cD-TORC trainenforced by “taboos”, inc

Validate the for persons "super-users"

"Walk-throug"resilient" re"normalized"

Elaborate ththe presumresponse. Hmust be requpresumed reCÖ in a fsituations

Formalise thoperational gforthcoming and opposite

Define the teof use casechangers to could be, emanaging adconflicts, etc.

Elaborate on

a. Resothatdevi

b. Strato tr

c. Orgaamp

ent Concepts


ype 1

er relevant tra

opsis of plansd scenarios. V

m as resources

cases relatedt not limited r realistic emu

hich degree tculture that f

ning, how (strithe CMO, and

cluding preval

interviewee'swith the pot"

gh" of a (nonesponse is ine" deviations th

he inventory med resilie

Here, the CMuired to detaiesponse by tfew "irregula

he training ggroups are inftraining, and

e views, ensure

entative traines, including initiate and de.g.; unexpedditional reso.

ources and cot are presuiations ategies, heurisransform the ianizational enplify or sustain

s and Applica


D-TORC E

Type 2

aining process

s/procedures Validate their s for the traini

d to the inteto the activa

ulation of thes

he CÖ environfacilitate surpictly) the comd examine caent leadership

s understandintential of bein

n-controversiaevitable. It is hat can be sub

of ent MP il a the ar"

N/A

groups. Bothformed aboutd the confideed.

ing plan incluscenario de

drive the gamected restrictources, availa

ompetencies med ingredi

stics and inteinventory fromnablers and n the process

ation Tutoria


EM

ses and progra

that are appcompleteness

ing activity

eraction betwtion act, elab

se

nment represeprises potentia

mpliance policyrefully the po

p styles.

ng of their preng operating

l) "normal" spresumed th

bject to a close

(CMO) mant the purpose ntiality relate

uding dates. Descriptions an

ming activity Ttions on tra

ability of hum

(skills, knowleents to han

ractive patterm parts into a"lubricants" tof leveraging

als

Union's 53289.

rams

plicable for CCs and usabilit

ween CMO anborate prereq

ents a just, opally emergingy is maintaineotential prese

esumed roles,g as future D

situation in what there wiler look

nagerial and and context ed to controv

Define the pond relevant The game chaansport reso

man resources

ledge and attndle the pl

rns that are na coherent actthat may reing and implem

37 of 84

C3.2 in ty, and

nd CÖ, uisites

pen or g from ed and nce of

scout -TORC

which a ll exist

d (CÖ) of the

versies

ortfolio game

angers ources, s, goal

titude) lanned

needed tion nforce, enting

4


Main issue

Conduct training

D3


Specific



(If developresourccards)

Play thgame

Log the

3.4 Resilience


c focus

scope and of


onalize scope of g

desired, p ce/strategy

he D-TORC

activity

e Manageme


Ty

a res

Ensure that groups.

Validate theresources for

The resultingoperations, dactual experi

The first steCMO grouppresumed replaying the gof" the CÖ.

The second sCÖ group(s) scenario

The third stea joint "afterin which bothexplain any dtheir point ofreconcile discussion, ending up wof a proresponse.

Elaborate ththe presumresponse for the board ga

Use the TORC

Note that ththeir "level" Alternatives ca gradual scaor "utter reswith or legitimanagerial a

Use the TORC

ent Concepts


ype 1

silience capab

they are re

eir completenr the training a

g inventory sdue to the niences can be

ep is to let tp predefine esponse througame "on beh

step is to let t"play" the sam

ep is to condur action revieh training grodeviations frof view, and th

throupreferab

with a joint vieoper resilie

he inventory med resiliepractical use

ame.

C Game Pad, o

he "resilience " definition, can be uses, bale for deviatsilience" that imally accept,and the opera

C Game Log, o

s and Applica


D-TORC E

Type 2

bility

asonably equ

ness and usactivity

should be cloature of the characterized

the a

ugh alf

the me

uct w"

oup om hen ugh bly ew ent

The first"play" tpredefincreation

The sec"after atraining from thinventorthroughwith a jresponse

of ent in

Elaboratresilient the boatraining new opt

or similar.

levels" R1-R3nor in the but it is highlying from "strithe trainee o, and that thetional perspec

or similar

ation Tutoria


EM

ually perceive

ability, and

ose to or rescase (it is pr

d as "high vari

t step is to lethe scenario, ned scenario, n/invention of

ond step is action review

group explaheir point ofry" examined,

discussion, prjoint view ofe.

te an invenresponses fo

ard game, ANgroups to "in

tions

3 are not norsense that "y recommendict complianceorganization ce steps make ctives

als

Union's 53289.

ed by the tr

prepare the

esembling "noresumed thatiability")

let the CÖ grchoosing frooptionally all

f new inventor

to conduct aw" in which ain any devi

of view, "inv, and then recreferably endf a proper re

ntory of potfor practical uND/OR enabnvent" or intr

rmative, neith"higher is be

ded that they e" to the maxcan practicall

e sense for bo

38 of 84

raining

em as

ormal" t their

roup(s) m the lowing ry

a joint both

iations vented concile

ding up esilient

tential use in le the roduce

her by etter". depict

ximum y deal

oth the

4


4Here, an ex

CC 3.1. E

The case is

As mentionall incidentsthat are act

However, tresilient invdescribed inwhich the e

Presuming training sesfacilitating a

Sticking to posits the C(MCS) or Hoperational

Table 7: D-T

Main issue


Initial des

10 Alternativebe in the ope"boosting eff

D3


4.1.8 Examample of pre

Enhancing th

also here the

ed CC3.1., a s. This enabtive in wide v

through D-TOventories in n the previo

essentials lea

that a net bssion based oa potential "

the E.4 caseCollaboratioospital Coorl role10.

TORC prepar

Specific

n ORC and t


sign Define

ely, the MCS/erational rolefect" towards

3.4 Resilience


ple of D-TOeparation for

he capacity to

e E.4 case in

regional males the manavariety of eve

ORC RM trathe realm o

ous section. Tarned by the

benefit is poon CC3.1., bboosting" ef

e in Darwin n Östergötlardination Sta

ration in Rec

c focus


the scope

/HCF could al. The "translathe prospected

e Manageme


ORC Reconsr RM training

o adapt to bo

Darwin D4.2

ajor incident agement to ents.

aining, theseof the CÖ, aThe limitatioteam can be

ossible, the ut it can also

ffect on a cor

D4.2. "Initiaand (CÖ) in aff (HCS) tea

construction

D-TORC RM

The apprecia(MCS/HCS) opoperationallyintent to feemanagerial rresilience.

By linking thiaccountabilitmandate anreconciliation

The use of D-organizationa

Contacts mucollaborating

The linking to

lso be conceivation path bacd training on C

ent Concepts


struction Mg is provided

oth expected

2. "Initial Eva

medical combe mobilise

e acquired sand utilized on of this is e made expli

example beo be seen inre objective

al Evaluationthe manage

ams at any o

n Mode (RM)

ation of the sperational tea

y experienceded them into responsibility

is RM trainingty for resiliencnd the margn supported b

-TORC RM foral policy.

ust be estabg with or helpe

o CC3.1. is imp

ved in a manack to the CÖ CC3.2., corre

s and Applica


ode (RM) td by referenc

d and unexp

aluation of th

mmand is oftd quickly an

kills can alsin subsequeof course recit and "han

elow thus can conjunctionof CC3.1.

n of the Guerial positionof the three

)

kills learned bams implies a

d margin for an inventory of treating

g with CC3.2.-ce and of maingin, as welly training, is a

r this purpose

blished and aed by the HCS/

plicit. If a conj

agerial role, wwould then b

spondingly lo

ation Tutoria


raining targce to:

ected situati

he Guideline

ten formed bd to accumu

o be fed intnt EM trainlated to situded over" EM

an be read n with EM tr

idelines", thn, while Mehospitals in

by the diversen appreciatioresilient perfalso implies athem as a co

oriented EM tntaining a distl as the imalso ensured

must be form

all stakeholdeS/MCS teams,

junction with

while local, mobe in two stepwer.

als

Union's 53289.

geted at CC

ions

es".

by the same ulate experie

to a joint reing based o

uatedness; thM training.

both as stanraining base

his D-TORC Rdical Coordi

nvolved, mig

e experienceson of the valueformance, wha recognitionommon resou

training, mantinction betwe

mportance of

malised as par

ders includingmust be comm

h CC3.2. (or ot

ore specializedps, and the pr

39 of 84

C3.1.

core staff inence in staff

epository ofn CC3.2., ashe extent to

ndalone RMd on CC3.2.,

RM exampleination Staffht be in the

s of the e of the hile the n of the urce of

nagerial een the f their

t of the

g those mitted.

thers) is

d teams couldrospect of the

4

n f

f s o

M ,

e f e

d e


Main issue

and set-up


D3


Specific

of trasupportfor resil

Consolidprimingcompliaand manage

and on



Documescan/re


Interviekey emp

In-deptworksho

3.4 Resilience


c focus

aining to t the need lience

dating and g the ance base

safety ement

on of to be

d in the (company

roup)


ent view

on of use scenarios

possible ities

ews with ployees

h ops on

e Manageme


D-TORC RM

intended or p

A mapping benhanced cla

To the extenprocedures re

Restricted to

Establish a cprogression otake part in t

Establish a te

Allocate sepimmediately do it themsel

Invite the Hsuitable for objective, and

Establish an the HCS/MCS

• Manunex

• Polic• Polic

and • Hier• (Sign• Rele

impe• Othe

Create a caapplicable pla

Establish critcases, approv

Explore to wculture that fextent they presence of “dynamics.

Invite all tea"normal" situ

ent Concepts


part of the mo

between originarity of scope.

nt possible, crelated to the e

the CCs selec

core/referenceover time. In this.

entative list of

parate capacafter an even

lves

HCS/MCS teamthis purpose,d for the sake

overview of S staff, e.g.

nagement amxpected cies on rulemacies on deviatfield staff


evant legislatierative er relevant tra

apacity to idans/procedur

teria for recogved by the use

which degree facilitate surpprefer to le

“taboos”, and

ams to preseuation in whic

s and Applica


otivation, this

nal TORC TTs

reate a complexpected activ

cted for this RM

e group to mthis case, th

f operational M

cities to capnt has occurred

ms themselvee, both for the of practicalit

the policy do

mbition and

aking and ruletion and empo

cedures and inexperiences wion and stakeh

aining process

dentify and sres, during, or

gnizing situaters themselve

the teams hprises emergint informationprevalent lea

ent a "walk-thch a "resilient"

ation Tutoria


should be sta

and CCs migh

lete inventoryvity areas of t

M

monitor and eve CÖ as well

MCS/HCS train

ture and ord, or train the

es to identifyhe sake of vaty related to th

cuments guid

vision for

e managemenowerment of f

struction with rule break

holders uphol

ses and progra

select an invimmediately

tions that mas

have a just, ong from D-TORn be in the adership styles

hrough" of a" response is in

als

Union's 53289.

ated.

ht be conside

y of plans, ruthe MCS/HCS

valuate the tas the CMO

inee groups.

rganize infore HCS/MCS gro

fy proper usevalue related heir actual wo

ding the activ

dealing wi

nt first line supe

king lding the com

rams

ventory of (after an even

tch the select

open or transRC training, totacit, the po

s affecting the

a (non-contronevitable

40 of 84

ered for

les and S.

training should

rmation oups to

e cases to the

ork.

vities of

th the

ervisors

pliance

(ideally) t

ted use

sparent o which otential e group

versial)

4


Main issue




Conduct training

D3


Specific

location

oup -up ion

on ORC

t




Play thgame

3.4 Resilience


c focus

n


scope and of


onalize scope of g

he D-TORC

e Manageme


D-TORC RM

Select a situaand that func

Formalise thecontext of thto controversactivity is in group.

Define the tetime aim to normal debri

Define contin

The key objecommensurainventory is c

Here, the keguide to the s

a. The b. Usefc. Mec

placd. Mec

checexteprocinterprog

e. Strato tr

f. Orgaampresil

If needed, th"invented" or

This RM tra"repository" sshould be mo

Delimit the rorganize the

Punctuate thGame Pad

ent Concepts


ation that is wction as a refe

e training grohe forthcominrsies and opp

conflict with

entative inter integrate thiefing.

ngencies for u

ective is to ensable with the consistent with

ey properties selection of m

nature of disrful competencchanisms (strce prior to the chanisms thacklists, useful ernal support,cedures, caparventions accgress, etc) ategies, heuriransform the ianizational eplify or sustainlience capabil

he CÖ must r selected inve

aining is primshould be org

ore than one p

range of poteactual experie

he reconstruc

s and Applica


widely recognierence/baselin

oups, and infog training, anosite views, e

h or jeopardiz

rval for this the RM "after

tilizing opport

sure that the objective of

h the key aspe

of the CC3.1matters of inte

ruptions ces and skillsrategies, proc

situation at support

riles, buffers, flexibility in abilities to incordingly, cap

istics and inteinventory fromnablers and

n the process ity

predefine deentory

marily operaganised as intperson.

ential resilientence in units t

ction into ade

ation Tutoria


ised throughone

orm them abond that the coensured. Checzes key relati

raining activir-action" revie

tunities that e

impact of resf the CC in foects of the rele

. may functiorest for the re

cesses, tools)

adaptation (that can be building and terpret situatpability to ad

eractive pattem parts into a"lubricants" of leveraging

elimitations o

ational, but egrated train

t responses tothat can be "c

equate steps

als

Union's 53289.

out the organ

out the purpoonfidentiality ck out whethions, intra- o

ity, but at theewing as a p

emerge

silient responfocus, AND thlevant CCs

on as an addepository, e.g.

that should

(contingency integrated in

d applying plations and wodjust proced

erns that are a coherent act

that may reiand impleme

of the range

the entry inning, in which

o events, andcardified"

for using the

41 of 84

ization,

ose and related

her this r inter-

e same part of

ses are hat the

ditional ;

d be in

plans, n plans, ans and ork out ures in

needed tion inforce,

enting a

of the

nto the the CÖ

d try to

e TORC

4


Main issue

4For clarity, training, weexample of around thefacilities). Tresilient res

• Lac• Ma• Rea• Goa• Com• Ma• ….e

Also here, tposit the op

Table 8: D-

Main issue



D3


Specific

Log the

4.1.9 Examsimplicity ane maintain tf how EM (Te two main The disturbasponse, may

king own resnaging addit

allocation of al-conflicts mplexity ny stakehold

etc

the CMO poperational ro

-TORC prepa

Specific

n ORC and t



Consolidprimingcompliaand

3.4 Resilience


c focus

activity

ple of D-TOnd for the puhe link to thype 2) trainloops (brin

nces leveragbe related t

sources tional resourtasks betwe

ders, issues a

sits the manole associated

aration in Sim

c focus



dating and g the ance base

safety

e Manageme


D-TORC RM

By use of the

ORC Simulaturpose of mahe E.4. case.ing can be iging people

ging a halt ao

rces en actors

at boundarie

nagerial traind with an int

mulation Mo

D-TORC SM

By choosing the CMO haccountabilitCMO mandaresilient perfsupported by

Contact and and resource

Establish agrsimulation ac

Identify CC3.regime is largbe added.

Create a comthe presumed

As for EM in g

• iden

ent Concepts


TORC Log Po

tion Mode aking clear d For the samntegrated w

e to shore, and a subseq

es/interfaces

ning positionterruption of

ode (SM)

CC3.2 as the have implicity for resilienate and the formance, as y training.

commit ownes.

reements on ctivities

2. as the mager than this S

mplete inventod intervention

general,

ntify, a pri

s and Applica


ster

(SM) targetdemarcationsme reason, wwith SM train

and redistriquent EM, a

n, while bothf the simulat

reference fortly recognizece, of maintaCÖ's operati

well as the im

ers and stake

terms and c

ain reference. SM training in

ory of plans, n of the selecte

iori, any “h

ation Tutoria


ted at a CC3s between Ewe return toning. The simbuting them

as well as th

h the CÖ or tion process.

r interruptionsed the valuaining a distinionally exper

mportance of

eholders of sim

conditions for

However, if tn isolation, a li

rules and proed operationa

hooks and

als

Union's 53289.

3.2. EM, RM, ando CC3.2., andmulation canm to properhe possible s

the MCS/HC.

s of the simuue of mananction betweerienced margf their reconci

imulation pro

r interactions

the overall trink to other C

ocedures relaal group.

probes” in

42 of 84

SM D-TORCd provide ann be centredr healthcarestrategies of

CS staffs can

lation, agerial en the

gin for liation

cesses

s with

raining Cs can

ted to

n the

4

C n d e f

n


Main issue


D3


Specific

manage

and on



Documescan/re

3.4 Resilience


c focus

ement

on of to be

d in the (company

roup)


ent view

e Manageme


D-TORC SM

plancan E.g.,allow

• If podelivdesc"reswill draw

• Presrecoexerthe t

• It is betwrangoptimod

Restrict this t

The core/refprogression oalso from Mrepresentativ

The tentative"eligible" CMstaff, HCS/Mplanned inter

Allocate perssimulation pr

Choose and rthe specific experience thcoping stylesoperation.

Pay specific athe training g

For the specifof

• Manunex

• Polic• Polic

and • Hier• (Sign

ent Concepts


ns/proceduresbe used to f

, any step orws for an alteossible, assessver input focriptions andsilient perform

exist a rich sw from. sumably, it wognition of surcise, or ensutrainees (bothalso presume

ween variousging from allions, to opende")).

to the CCs sele

ference grouover time coul

Medical/hospitves of transpo

e list of manaMOs and hospMCS, novices rvention point

sonnel with crocess

review 1-2 caintervention

hat can be uss of operation

attention to tgroup's decisio

ific interventio

nagement amxpected cies on rulemacies on deviatfield staff


s and Applica


s, and in the sfacilitate and r decision poiernative courses a priori expor a "resilied narratives

mance" accordet of prior ex

ill also be posuch "hooks"

ure, by other h CMO and CÖed here that is CMO interlowance to mning up for

ected for SM

up to monitld be derived ftal Coordinat

ort services.

agerial traineitals, the opeas well as

ts

apacity and c

ases from the n to be simsed to link resnal teams whe

the possibilityon back to the

on situation(s)

mbition and

aking and ruletion and empo

cedures and inexperiences w

ation Tutoria


safety manageleverage res

nt in the plae of action erience and k

ence repositoexemplifyin

ding to scope.xercises as we

ssible to reheand probes"

means, that Ö). it will be plaurvention durimodify rules free improvis

or and evalfrom the high

tion Staff at

es would be prational trainexperienced,

competence t

past two yeamulated. Revesilience to famen facing distu

y of operatione resumed sim

), establish a

vision for

e managemenowerment of f

struction with rule break

als

Union's 53289.

ement systemsilient performans/procedure

knowledge thaory" in termng or resem. Presumably,ell as real eve

earse on the (" as a standthey are kno

usible to distinring training

or choose aisation ("Mac

luate the trher policy leve

local hospita

picked by fronee groups fro according t

to interact wi

ars, associatedveal practicesmiliar practiceturbances in n

nalizing and femulation proce

minimum ove

dealing with

nt first line super

king

43 of 84

m, that mance. es that

at can ms of mbling there

ents to

(mere) -alone wn by

nguish (e.g.,

among cGyver

raining els, but als, or

om the om CÖ to the

ith the

d with s and e, e.g., normal

eeding ess

erview

h the

rvisors

4


Main issue




D3


Specific


Interviekey emp


oup -up ion

on ORC

t


3.4 Resilience


c focus

on of use scenarios

possible ities

ews with ployees

h ops on n


e Manageme


D-TORC SM

• Relecom

• Othe

Establish an the scope of i

Identify possicases that lin

Explore to represents a potentially compliance pcarefully theleadership sty

"Walk-throug"resilient" res

Select a "haorganization,

Formalise theare informedtraining, andviews, ensure

The selectionreflect the sco

Define the teportfolio of game change

Coordinate wpoints with th

Elaborate on

a. Resothat

b. Strato tr

c. Orgaampa res

d. Outcsimu

Ensure that groups.

Validate the

ent Concepts


evant legislampliance imper

er relevant tra

inventory of integration w

ible punctuatnk the situatio

which degrjust, open o

emerging frpolicy is mainte potential yles.

gh" of a (nonsponse is inev

alt" situation, and that is e

e training grod about the

d the confidened.

n of trainee grope of the cho

entative trainuse cases, in

ers to initiate

with simulatihe simulation

ources and cot are presumeategies, heurisransform the ianizational enplify or sustainsilience capabcomes and deulation proces

they are re

eir completen

s and Applica


ation and rative aining process

f all applicablwith simulation

ions of the simons with he sel

ee the oper transparent

rom D-TORC tained and enfpresence of

n-controversiavitable

that is wideasily impleme

oups. Both ma purpose anntiality relate

roups with oposen CCs

ning plan inclncluding scenand drive the

ion plans, id

ompetencies ed ingredients stics and inteinventory fromnablers and n the process bility ecisions that ss

asonably equ

ness and us

ation Tutoria


stakeholders

ses and progra

e plans/procen/simulator

mulation contlected CC3.2.

rational envt culture that

training, hforced by the

“taboos”, in

l) "normal" s

dely recogniseented in the si

anagerial and nd context ofd to controve

erational/ma

luding dates. nario descriptgaming activ

dentify the p

(skills, knowleto handle theractive patterm parts into a"lubricants" tof leveraging

are possible t

ually perceive

ability, and

als

Union's 53289.

s upholding

rams

edures releva

text, and deri

vironment set facilitate surhow (strictlyCMO, and ex

ncluding pre

situation in w

ed throughouimulation

operational gof the forthcersies and op

anagerial roles

Define a tentions and re

vity.

precise interv

ledge and atte planned siturns that are n

a coherent actthat may reing and implem

to feed back

ed by the tr

prepare the

44 of 84

g the

ant for

ve use

elected rprises

y) the xamine valent

which a

ut the

groups oming

pposite

s must

ntative levant

ention

titude) ations

needed tion nforce, enting

to the

raining

em as

4


Main issue

Conduct training

4.1.10 AdvAs demonst

The developReconstructsources for application.

It is therefoas well as o

The above eas part of acan build aand case areffort. The aof extendinTORC approextended (Cbenefit from

However, tacross seve

D3


Specific



Play thgame

Log the

vantages antrated above

pment from tion Mode (training obje

.

ore reasonabther cases.

exemplificatan organizatn even morereas. The poargument ca

ng the scopeoach) suggesCC) scope wim initial inve

here is a neral domains

3.4 Resilience


c focus

scope and of


onalize scope of g

he D-TORC

activity

nd limitatioe, it is possib

TORC to D-T(RM) and Siectives and t

ble to assume

ion is (4.1.6 ion develope comprehentential draw

an however be will be drasts that it eaill require disstments ove

eed to maketo motivate

e Manageme


D-TORC SM

resources for

Range of inve

RM training from the maintegrated tra

Prepare the t2

Use the TORC

Record the aPoster

ns from thele to adapt t

TORC is charimulation Mtargets, and

e that there

– 4.1.9) is dement (OD) pnsive and el

wback is thatbe made thamatically de

asily scales ustinct prepar

er time.

e some genethe further

ent Concepts


r the training a

entory is depe

is primarily oanagerial levraining

training of the

C Game Pad

alternatives co

e proposed the original T

racterized byMode (SM), b

by using the

is a high pot

erived from process. Thisaborate por

t such an ODt once this e

ecreased. Prip to almost ration, it is p

eric cases thuse of D-TOR

s and Applica


activity

endent on the

operational, bel. After-actio

e "halt" relativ

onsidered, and

D-TORC apTORC approa

y the distinctby the direce pre-existing

tential for D-

the original s supports thrtfolio of traiD process maextensive ODior TORC exp100 trainee

presumed he

hat can easilRC.

ation Tutoria


link to EM, Ty

ut may includon review sh

ve to preferen

d the decision

pproach ach to the Da

tion betweenct linking to g E.4 case as

-TORC being

TORC templhe prospect ining cases aay demand t

D effort is invperience (SINs for a comm

ere that also

y, with mino

als

Union's 53289.

ype 1 or 2.

de decision suhould take fo

nce for EM Typ

n made, on th

arwin contex

n Emulation Concept Ca

s an example

g expanded t

late for bringthat a "DCo

addressing dtoo many revested, the mNTEF homepmon scope. a D-TORC a

or preparati

45 of 84

upport rm as

pe 1 or

he Log

xt.

Mode (EM),ards (CC) ase for D-TORC

o other CCs,

ging TORC inoP" memberdifferent CCsesources andmarginal costpage for theAlthough anpproach will

on, be used

4

, s C

,

n r s d t e n l

d


4.1.11 D-TOMost of thecapability tomust be vera minimumunderstand

There is a preparation

4.2 Resili

4.2.1 BackThe DARWIfor crisis mdeveloped DARWIN’s pThe course WP1 provimanagemen

The coursegovernmenhands on pr

4.2.2 MethThe structuin former st

Developmeare guidelinbuilding blo(mainly liteenhance thecomponentboth knowlwere determodules depre-emergemodules foand seven).

Writing thedisaster resof the writeDARWIN prdemonstratthe all hazawith the ne

D3


ORC conclue modes preo address a rified, espec viable soluting resilienc

need to ven, "just play i

ience Man

kground N project ai

management.through thi

perception ostructure waded the cont process.

e was alsots, and privaractical know

hods re of the protages of the

nt the coursnes at a metocks of the gerature reviee resilience

ts developededge repres

rmined, refleescribe the rency period,cus on exerc

e course modsilience, as wers along sidroject; an abte the teachiard approacheds raised b

3.4 Resilience


usions and nesent potenbroader seleially regardintion e.g. D-Te manageme

rify that mat" examples,

nagement A

ms to develo. Building as project is

of the resilieas influenced

onceptual p

o comparedate sector o

wledge based

oposed acadDARWIN pro

se structure- a-level, prov

guidelines areew and intemanagemen

d in T2.1 wassentation andecting the hresilient man through thcising and im

dules- the cowell as in thede recent prbstract descring of the coh and commy WP4 mem

e Manageme


next stepstial ways to

ection of CCsng simulatioORC game aent and conc

arginal costs, for motivat

Academic

op state of tan academic

part of theent managemd by the resuerception, w

to internaorganizationsd on the Isra

demic courseoject. The stu

The DRMG viding a mace the Conce

erviews,). CCnt capabilities

a DRMG Mad developme

holistic view nagement prhe crisis itsemplementatio

ourse module field of acarofessional lribing the suurse, two pr

munity resiliebers, to help

ent Concepts


o apply the s, and case an. Within th

and Emolutiocept cards pr

s decrease, ting further e

Course

the art resiliecourse bas

e second goment processults of formewhile D2.1

ationally exs, with the aeli experienc

e was develoudy design th

that identificro perspectipt Cards (CC

Cs propose ss captured inap, organisinent purposeof the resil

rocess, relatelf and durion of the ac

les have beedemic teachliterature. Eaummary of tresentations ence assessmp them in exp

s and Applica


D-TOC approarea. The linke project, an

on Mode to resented in t

and there ieffort.

ence guidelined on the kal. This cous to an availer stages of t

improved t

xisting trainaim of provice.

oped based ohrough three

ed among foive on the re

C), synthesisispecific inten the concep

ng the CCs ins. Based on lient managing to the ling the afte

cquired know

en written bhing. The wriach module the modulewere develo

ment. These plaining thes

ation Tutoria


oach. There k to the E.4 n experimentidentify the the DRMG.

s a need to

nes and innoknowledge arse is actuaable formatthe DARWINthe require

ings adminding state o

on the outcoe phases:

ormer stagesesilient manang knowledgrventions in

ptual requirea concept mthe DRMG Mement procfe cycle of e

er emergencwledge by th

y content exiting processincludes re

and learningoped dealingtopics were

se issues amo

als

Union's 53289.

is a need tcase is hypot is requiredadded value

o develop g

ovative trainand perceptially a translat for academN project: Wments of t

nistered by of the art ac

omes that we

s of the DARagement proge captured n order to dements. Onemap. The maMap, the co

cess. Based oevents starticy time. Addhe students (

xperts in bots reflects thelevant CCs ag outcomes.g with the exe selected inong the pilot

46 of 84

to verify theothetical and considering

e in terms of

eneric, low-

ing moduleson that hadation of the

mic lecturers.P1 and T2.1.the resilient

academies,cademic and

ere achieved

WIN projectocesses. Theduring WP1

develop and of the mainp is used forurse modelson it, sevenng from theditional two(modules six

th arenas ofe experienceaccording to In order to

xplanation of accordancet cases.

4

e d g f

-

s d e . . t

, d

d

t e 1 d n r s n e o x

f e o o f e


After reviewcourse discattention hmissing con

4.2.3 ResilCourse goa

To peme

To u To r

per To u

inte To i

guidimplear

Learning ou

Theeme

Theorg

Theplan

Thesim

Notwhitop

Effort: 3-4 h

Credit: 4.5 E

Length: 11-

The

D3


wing and revuss the Conad been giv

ntent that the

lient managls:

provide the sergency situunderstand trecognize thrception. understand terfaces betwidentify factodelines and sprovisation (arning.

utcomes:

e students wergency man

e students wanizations, i

e students wn for emergee students w

mulated scenate: Accordingich impleme presentatio

hours per we

ECT

13 weeks

e learning mo

3.4 Resilience


vising the content expert en to the ree authors th

gement cou

students witations over tthe concept e terminolog

the impact oween them.

ors that shoustandard opeadaptation);

ill be familianagement ill understannfrastructureill recognize ency. ill implemenarios. g to the vast ntation mod

on (module s

eek

odules and s

e Manageme


ourse moduleconducted

elationship aought should

urse syllabu

th a broad pethe timeline of resiliencegy and key a

of a disaster o

uld be considerational proidentifying i

r with the pe

nd the impaces and the inrelevant ess

nt the theore

informationdule will be ueven). The c

essions of th

ent Concepts


es, updatinga critical rev

and overlapsd have been

us

erspective onsequence as

e as a holisticreas of resili

on communi

dered in builocedures (SOinadequacie

erception, te

ct of emergennterface betwsential factor

etical knowle

n that is provused: presentourse progra

he academic

s and Applica


g the titles ofview at the

s between mincluded in

n the resiliens reflected inc approach.ent manage

ities, organiz

ding an EmeOP’s), a balans and promp

erminology a

ncy situationween them.rs for buildin

edge learnt b

vided in this ctation of stuam presents

course are p

ation Tutoria


f modules anend of the

modules, alonthe course s

nt managemen the DARWI

ment accord

zations, infra

ergency Mannce betweenpting dynami

nd the key a

n on individu

g of a multi-

y building re

course, the ldents projecthem both.

presented in

als

Union's 53289.

nd the subjewriting proc

ng with idensyllabus.

ent of disastN project.

ding to the D

astructure an

agement resn plans and thic organizatio

areas of resil

uals, commun

-dimensiona

esponse plan

ecturer shoucts (module s

figure 4-3.

47 of 84

ects that thecess. Specialntification of

ters and

DARWIN

nd the

sponse plan:he need for onal

ient

nity,

l response

ns to

uld decide six) or table

4

e l f


Fi

4.2.4 Learn

4.2.4.1 M(b

2 sessions.

Rela

Con

D

Inp

D3


gure 4-3: Re

ning modul

Module Onebased on D

ated require

ntent

DRMG appr

Resilient ma

Terminolog

Developme

Expected im

Resilience a

Darwin overv

Effect

Resiinter

Orgasselear

Emeadva

Stude

ntegration –presentations

3.4 Resilience


esilience Man

les

e: Darwin oDarwin Lite

ements acco

roach, princi

anagement V

gy

nt of educat

mpact

abilities

iew of resilie

ts of crisis on

lience as a horfaces, netwo

ganizational Aessment; Altrning & train

ergency (risk)anced techno

ents projects

Managing ads

e Manageme


nagement A

overview oerature Rev

ording to DR

ples and obj

VS others

tion program

ence- Review

n individuals,

olistic conceporking

Aspects of Reernative planing; Plans as

communicatology)

s presentatio

daptive capac

ent Concepts


Academic Cou

of resiliencview)

RMG Map:

ectives

m on RM

w, terminolog

organization

pt- Assessing

esilience- All ns; SOP’s incssessment.

tions- Public

ns

city and Key

s and Applica


urse – Learn

ce- Review

y, Key Areas

ns, communit

g resilience, c

hazards Appluding flexibi

involvement

Areas- table

ation Tutoria


ning module

w, terminol

(based on Da

ties and infra

co-operation

proach; Resouility and adap

t, social med

top simulati

als

Union's 53289.

es and sessio

logy, Key A

arwin Literat

astructures (

n, co-ordinati

urces availabptability; Org

dia (incorpor

on

48 of 84

ons

Areas

ture Review)2 Sessions

(The context)1 Session

ion, 2 Sessions

bility ganizational 2 Sessions

ating 2 Sessions

2 Sessions

2 Sessions

4

)n

s


Abstract

Resilience iperception ability of iemergencieReduction ( The DARWIfor crisis madeveloped frelevant poThe guidelimonitor, toto learn andcommunicastage of the440 articlemanagemenwere recogof the DARWand air traemergency the contexunderstandcategories resilience aCCs relate tproviding imLearning ou

Students wlearned res

Central aspe

1. To bper

2. To k3. Und4. To k5. To i

081

Evaluatsix or se

D3


s a concept of resiliencyndividuals,

es. GradualDRR). As suc

N project aimanagement. for those witlicies to pracines address

o respond and evolve. Ke

ation; living ae DARWIN pes were annt. About 3nized. TheseWIN project ffic managesituations. T

xt of crisis perspectivare used to bilities, and to all phasesmplement coutcomes:

will be acquaponse on pla

ects of the tr

be familiar wrception. know the DRderstanding know the DAimplement t1

ion of the uneven.

3.4 Resilience


that had coy has been ecommunitiely, the conc

ch, current Lo

ms to develoThe guidelinth the responctice. s the follow

nd adapt (reaey areas of tand user-cen

project, interalyzed in t00 definition

e were the bato concept cment, the bThus, aim tomanagemen

ves on resilqualify (andusers. Mech

s of the emeomponents o

ainted with anning and a

raining (in co

with the deve

RMG approacthe uniquen

ARWIN termihe expected

nderstanding

e Manageme


ome from thexpanded an

es, organizatcept of resilocal, interna

op state of thnes, which winsibility of p

wing resilienadiness to rehe resilient ntred guidelirviews with ethis study, ns of resilienasis for the rcards (CC). Abasic approao support ornt (DARWIN,

ience manad organize) hanisms alsoergency cyclof specific req

the human administering

onjunction w

elopment of

ch, principleess of the reinology and k

d impact and

g and implem

ent Concepts


he fields of nd was impltions and slience becam

ational and g

he art resilienill evolve to arotecting po

nce capacitieespond to thmanagemenines; continuexperts and reflecting t

nce were iderequirementAlthough theach is to prrganizations , 2017). Thagement asthe CCs: ge

o exist to dee: from the quirement a

response tog a resilience

with DARWIN

the resilienc

s and objectesilient manakey areas in the resilienc

mentation ca

s and Applica


physics and emented amystems to

me a core nlobal framew

nce guidelineaccommoda

opulation or c

es and key e expected

nt according uous evaluata systemati

the variety entified, andts that woulde project focovide generin developine first stag reflected

eneral themescribe potenpre-emerge

mong the re

o crisis and e manageme

NS’s perspect

ce concept fr

ives. agement VS othe resilientce abilities in

apacity of th

ation Tutoria


the exact scmong variousdeal with cnotion in thworks have b

es and innovte the changcritical servic

areas: capaand the uneto DARWIN

tion and serc literature r

of disciplinapproaches

d be translatcuses on tworal guidelineng and enhae of the DAin the prof

es, functionsntial relationency to the pesilient mana

will learn tent.

tive) include:

rom the exac

others- DR-0 managemen

n resilient ma

e materials w

als

Union's 53289.

ciences. Sincs arenas, dechanges, dishe field of Dbeen develop

vative traininging nature oces, and to t

ability to anexpected), an: social med

rious gamingreview werenes regardis concepts ated in the furo main fieldses for differeancing their ARWIN projfessional lits of crisis m

nships betwepost emergeagement.

the implicat

:

ct sciences to

035 nt- DR-038 anagement-

will be throu

49 of 84

ce then, theescribing thesruptions orDisaster Riskped.

ng modules of crises, are ransform

nticipate, tond capabilitydia and crisisg. In the firste conducted.ng resilientnd practicesrther phasess, healthcareent kinds ofresilience inject was toteratureFour

management,een CCs. Theency phases,

tions on the

o current

DR- 079;

ugh Modules

4

e e r k

o y s t . t s s e f n o r ,

e ,

e

s


4.2.4.2 Min

1 Session.

Rela

Con

Und

Pub

Cha

Add

Lea

Abstract

Resilience mresponse tothrough an events. ThiThe term sygoing throuof change, ramificationthat has an syllabus wilorganizationthe core ele Learning ou

Students wlearned resCentral aspe

1. Und2. Pub3. Cha4. Crit5. Lea

inte

Evaluation oor seven.

D3


Module twonfrastructu

ated require

ntent

derstanding

blic Key Need

aracteristics

dress critical

rning from e

managemento crises and d

in depth uns understand

ystem in refeugh families, especially to

ns and implicadditional p

ll refer first nal unit, andement or the

utcomes

will be acquaponse on plaects of the trderstanding blic key needaracteristics tical infrastrurning from e

ernational in

of the under

3.4 Resilience


o: Effects ores and int

ements acco

operational

ds

of communit

infrastructu

everyday ope

t is about thdisasters. Henderstandingding is vital f

erence to hucommunitie

o the extent cations of th

potentially stto the unde

d finally to the foundation

ainted with anning and araining (in cothe operatio

ds in crisis sitof communitucture needseveryday ope actual mana

rstanding an

e Manageme


of crisis on terfaces be

rding to DRM

l environmen

ty

re needs

erations and

he response ence the foug of the humfor setting upman responses, organizat

that a chanhat change rressful effec

erstanding ohe communi

for effective

the human administeringonjunction wonal environmuations- DR-ties- DR-44s- the influenerations and agement

d implemen

ent Concepts


individualetween th

MG Map:

nt/ Context

practices m

of systems undations of man behaviop the functiose describes tions, nation

nge happens refer to humct which musof the individty, especiallye communit

response tog a resilience

with DARWINment – settin-040

nce on the co practices –

ntation capac

s and Applica


ls, organizaem

anagement

to changes managing st

our or the honal context

the entire spns and up. N

through crisman response

st be played dual responsy in terms o

ty emergency

o crisis and e managemeNS’s perspectng up the co

ommunity -Dimplementin

city of the m

ation Tutoria


ations, com

and most actress inducinuman factorfor resiliencepectrum staraturally whesis and disas

e and to the in by emergese to crises, of municipaliy manageme

will learn tent. tive) include:ntext for res

DR-060 ng the lesson

materials will

als

Union's 53289.

mmunities

ccurately, tong situationsr in potentiae managemerting with then looking atsters, the asinfrastructu

ency managthe family

ities that areent .

the implicat

: silience mana

ns learned in

be through

50 of 84

s and

o stress as ais obviously

ally stressfulent. e individual,t the effectssessment of

ure responseers. Trainingas the basic

e considered

tions on the

agement

Israel and

Modules six

4

a y l

, s f e g c d

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4.2.4.3 Mco

3 Sessions

Rela

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Abstract- A

One of the relevant enbased modboth physicThe compleresiliency mreview dononly a feworganizatiomeasuremethe importaup-to-date The assessmperiod, throperiod. Dumeasureme

D3


Module threo-ordinatio

ated require

ntent

sessing resilie

nitor readine

ticing brittlen

ntifying sour

mmunity res

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derstanding

naging inter

ernational co

tional collabo

al Collaborat

nt training to

Assessing and

distinctionsntity. This unel. Assessingcal and preceexity of the tmake it diffie by the first

w of them, wns, economient proceduance of validstatus evalu

ment procesough the cri

uring the pent, policy m

3.4 Resilience


ee: Resilieon, interfac

ements acco

ence

ess to respo

ness

rces of resilie

ilience asses

operation an

d reinforcing

goals and re

dependencie

ollaboration

oration

tion

o ensure colla

d monitor re

s of the resilniqueness shg resiliency ieptual aspecterm, the varicult to cont stage of DA

were cited mics, agenciesre. Beyond tdated procedation that re

ss occurs thisis itself an

pre-emergenmakers may

e Manageme


nce as a hoces, netwo

rding to DRM

nd

ence

ssment

d synchroniz

g networks

sponsibilitie

es

aboration

esilience and

ience concehifts the nots a complicacts. There isrious contenduct a com

ARWIN projemore than oand commu

this complexdures. The belates to exisroughout alld in the reccy phase, build interv

ent Concepts


olistic concorking

MG Map:

zation of dis

s

d brittleness

pt stems froions of resili

ated missions no “gold stnt worlds dea

prehensive ect, discovereone time. Tunities. As suxity to measubasis for a gsting strengtl phases of covery and rassessment

vention plan

s and Applica


cept- Asse

stributed ope

om identifyinience from t, since the ctandard” or aling with remeasuremeed 65 differehis situation

uch, it is impoure resilienceood resilienths and weakthe emerge

rehabilitationcreates a

ns aimed to

ation Tutoria


ssing resili

erations

ng resourcesheoretical coomponents bench mark silience and nt process.

ent methodsn is true forortant to usee, there are t manageme

knesses. ncy cycle: frn phases as

base line strengthen

als

Union's 53289.

ience, co-o

s and weaknoncepts to aof resiliencefor assessinthe vague dA systemat

s to assess rer assessing e a validatednumerous in

ent is the cre

rom the pre in the postscore. Basresilience.

51 of 84

operation,

esses of thean evidence-e encompassng resilience:definitions oftic literatureesiliency, butresilience in

d tool for thendicators foreation of an

e-emergencyt emergencysed on this

Assessment

4

e -s : f e t n e r n

y y s t


during crisismay explorepitfalls, evedifficulties, and bottlenIdentifying t

Assessing cemergenciethe meaninemergency local and glincreasing significant. to crises ancommunity reliable infsituations. Tthe commuTop-down resilience sccommunity Conjoint Coresilience, istudies port Learning ou

Central aspe

1.

2. 3.

Evaluatsix or se

Abstract- Su

The scope oThe larger infrastructuplans for vrelevant orgfor examplecoordinatiothat includehorizontal

D3


s intents to e rehabilitat

en if they arincluding: la

necks, limitsthese points

ommunity res, it is accepng of comm

circumstancobal threatsnumber of As such, it isnd mitigates resilience e

formation foThere are twunity membeapproach- scores. A mresilience: l

ommunity Rdentified atttrayed a uniq

utcomes:

ects of the tr

To be familias part of reTo know theTo understacommunity

ion of the uneven.

upporting co

of the emergthe event

ures, agencievarious typesganizations. e: coordinat

on is one of tes legal, pracrelationship

3.4 Resilience


assess the ition processee not yet m

ack of resours of mitigats of weaknes

esilience- thptable to refeunity is redces. Commus. During theemergency

s important s the commencompasseor decision

wo main apprers, understsearching ob

mixed methodeadership, cResilience Mtributes of cque profile fo

raining (in co

iar with the esilient manae complexityand the impo trends in re

nderstanding

ooperation a

gency situatand the l

es and comms of events,In many situion betweenthe core electical and peps in order

e Manageme


mpact of thes. Noticing anifested inrces, difficulttion plans, dses may incr

here are maner to a local cefined, whic

unity resiliene last decade

situations, to strengthe

munity’s reaces physical a

makers aboroaches to aanding theirbjective datds research collective effMeasuremencommunity ror each com

onjunction w

importance agement. (Dy of the resiliortance of cosilience scor

g and implem

and synchron

ion determionger its d

munities. In o it is imporuations, the n military anments of the

ersonal aspecto promo

ent Concepts


he emergencbrittleness, catastrophities to adjusdifficulties trease the cap

ny definitioncommunity wch in turn mnce reflects tes the civilianand the rol

en the publicction to theand perceptout the abissess commr attitudes atabases, tryiconducted b

ficacy, prepant (CCRAM) resilience by

mmunity, con

with DARWIN

of assessing R-71; 72; 83ience and bronducting lores.

mentation ca

nization of d

nes the rangduration, thorder to manrtant to pro

relevant elend civilian oe resilient mcts. The colla

ote local, n

s and Applica


cy situation, aims at undic outcomesst, lack of infto learn fropacity to ma

ns for the wwith geograp

may affect tthe communn populationle of first rc. Communitm. Similar ttional factorlity of theirunity resilien

and feelings ing to transby a group oaredness, pla

- a validaty cross sectiosidering natu

NS’s perspect

resilience, b-A-B-C)

rittleness assngitudinal st

apacity of th

distributed o

ge of agencie greater t

nage compremote collab

ements couldrganizations

management,aborations sational and

ation Tutoria


while the merstanding a. Brittleness

formation, gom the crisisnage emerge

ord "commuphical boundhe behavior

nity’s ability tn is exposed esponders ity resilience to the broadrs. Assessingr communitnce: bottom

regarding tslate the ouof experts haace attachmeted tool foonal and lonural and cult

tive) include:

brittleness an

sessment. tudies in orde

e materials w

operations

es participatthe involvem

ehensive prepboration andd be from d, or private , since it reqhould take in

d internatio

als

Union's 53289.

measuremenand addressis can reflect oal conflicts,s and previency situatio

unity". In thedaries. In ther of commuto respond aall over the

is becomingreduces res

d concept og them, maties to handup- hearing heir commuutcomes to ad found fiveent and socir assessing

ngitudinal stutural aspects

:

nd communit

er to identify

will be throu

ting the respment of orparedness a

d coordinatioifferent struand public

quires buildinnto account nal collabo

52 of 84

t after crisisng potentiala variety of

, constraintsious events.ons.

e context ofe virtual era,nities underand react toworld to an

g ever moreponse times

of resiliency,y provide adle extremethe voice of

unity; and, acommunity

e factors foral trust. Thecommunity

udies. Theses.

ty resilience

y

ugh Modules

ponse plans.rganizations,nd responseon between

ucture types,sectors. Theng a processvertical and

rations and

4

s l f s .

f , r o n e s , a e f a y r e y e

s

. ,

e n ,

e s d d


coordinatioresponders,common grturn, wouldand responsAs such, it order to adv

The involvmanagemenrelationshipdimensionsphysical mecritical infracontinuity o(public). Stucreating phemployees efficient resvarious leve

Learning ou

1. Cen2. To

rele3. To

rele4. To r5. To u


In summary

Three elemand resourchorizontal element dethe capacitorganizationimportanceexample: ppopulation

4.2.4.4 MDebe

2 Sessio

D3


on. Coordinat, through throunds persod encourage sibilities of eis importantvance efficie

ement of nt requires

ps between , including i

eans and indastructures aof infrastructudies explorhysical resouto their orgasilient manaels througho

utcomes:

ntral aspects understand

evant stakehknow the s

evant actors recognizes punderstand t

of the under

y module thr

ents advancces, explorinand verticaals with the ty of adaptns. In accor

e of ethical roviding resneeds.

Module foueveloping etween plaons

3.4 Resilience


tion betweene managemeonal relationeffective co

each relevantt to create d

ent collabora

physical, pespecial att

actors fromindividuals aividual perceand the resitures during re that mainurces, but ianization, theagement invut the emerg

of the trainithe import

olders significance during the p

potential pitfthe importan

rstanding an

ree:

e resilience g reliable infl collaboratiinterfaces b

tation, enabrdance with issues of thponse while

r: Organizaand assessans and im

e Manageme


n different oent level and

nships and nmmunicatiot element in drills and sit

ation in real t

erceptional, tention to t

m different aand communeptions. For iliency of than emergen

ntaining worit is influeneir cohesivenolves rigor tgency cycle.

ing (in conjutance of co

of creating pre-emergenalls in buildinnce of interfa

d implemen

as a holistic formation onion, strengtetween diffe

bles the prothe resilien

he resilient e maintainin

ational Aspsing plans, provisation

ent Concepts


organizationsd among decetworks betn when nece order to clatuations durtime.

personal athe issue o

agencies, thenities, infrasexample, the public. In

ncy only wherk of personnced mainly ness and oththinking on

nction with ollaboration/

common gncy period. ng the collabaces betwee

ntation capac

concept: Firn variety of phens the reerent dimensovision of rnce as a homanagemeng fairness a

pects of Resystem fain)

s and Applica


s should be ccision makertween lateraessary. Collarify function

ring routine

and infrastrof interfacesere is a rangstructures anere is a posiparallel, it i

en there is a nel during aby strengt

her perceptiopotential int

DARWINS’s ’/coordination

grounds and

boration betwen divers elem

city of the m

rst, the assespopulations elationships sions. Payingresponse to

olistic concepnt. This inclund justice, a

esilience- Alure, organ

ation Tutoria


carried out atrs. Thereforeal actors prioaboration reqnality and red

time for sim

uctural elems between tge of assocind human ative correlatis possible tpositive invo

an emergenchening the

onal aspects.terfaces of d

’s perspectivn between

networks p

ween organiments in the

materials will

ssment proceand situatioamong rele

g attention to large scalpt, it is impudes variousand paying a

All hazardsnizational l

als

Union's 53289.

t all levels: fre, it is importor to the crisquires definiduce interdemulating em

ments in tthem. Addiations betwaspects, servtion betweento maintain olvement of cy becomes sense of b

. As such, codifferent dim

ve) include: horizontal

prior to cris

zations. e resilient ma

be through

ess that idenns. The secoevant actorsto these factoes of popu

portant to ms aspects, inattention fo

s Approachlearning (b

53 of 84

rom the firsttant to buildsis, which ining the roles

ependencies.ergencies in

he resilientditionally to

ween diversevices and/orn a failure ofa functionalthe workerspossible by

belonging ofonducting anmensions, in

and vertical

sis between

anagement.

Modules six

ntifies needsond: buildings. The thirdors supports

ulations andmention thencluding forr vulnerable

h, SOP’s- balance

4

t d n s .

n

t o e r f l s y f n n

l

n

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s g d s d e r e


Rela

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Clea

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Dev

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Abstract

Organizatiothe full rangphase is a preparednesupport of anchoring pemergenciepossible comof disastersunexpecteda hierarchideveloping the second

D3


ated require

ntent

veloping and

rious magnitu

ar and not o

veloping, ass

tional contin

mediate resp

nning based

veloping, rev

ining for resi

orst-case scen

able personn

ferent magni

plementing o

rning across

naging Syste

ernative wor

ckups

ndards to en

onal aspects ge of the cri

critical staess framewo

capacity adplans on twes should bemmon denos; it can be d events, andcal mappingthe prepareshould focu

3.4 Resilience


ements acco

d revising pro

udes and com

pen to interp

sessing and r

gency plans

ponse plans

on routine o

vising and co

ilient manag

nario

nel to improv

itude

organizationa

s organizatio

em failure

rking method

nsure reliable

of resilienceisis cycle: froge in the e

ork for optimaptation foro elements:

e based on ominator for

addressed d plans have g of threat

edness and res on the spe

e Manageme


rding to DRM

ocedures an

mplicities of

pretation

revising plan

operations

onducted tra

gement

vise

al resilience

ns

ds

e system

e managemeom the pre-eemergency cmal performar both expe “All hazardroutine opeemergency in a generato be adapt

ts, portrayinesponse plan

ecificity of ea

ent Concepts


MG Map:

nd checklists

events

ns

aining

nt should beemergency tcycle, since,ance during cted and un

d approach” rations. All situations. It

al plan; the table and imng their chans, the first sach scenario.

s and Applica


e integrated to the rehab, during this

emergencynexpected si

and the prhazard apprt refers to thplan can p

provisationaaracteristics stage should. Basing the

ation Tutoria


in policy-mailitation phas time, it is. Organizatioituations. Thinciple that roach is the he shared elerovide the bl. As such, itbeyond ne

aim at creatactions durin

als

Union's 53289.

aking and acases. The pres essential ons should ehis may be relevant act creation ofements of vbasis for ret is importaneeds and reting generic ng emergenc

54 of 84

ctions duringe-emergencyto create aensure theirachieved bytions duringf a broadestarious typessponding tot to develop

esources. Inplans, while

cy situations

4

g y a r y g t s o p n e s


on routine plans, the iequipment,important t

Within the making frostrategic podepartmentprocedures of the actoplans and im

Organizatiotest and reresponsibilispecific orgformat (drilpersonnel, Relevant ascommunicaand, short atraining desshould assedebriefing oevaluation oplans and imthe trainingfor advancin

During the cvolunteers, communica

Learning ou

Central aspe

1. To beme

2. To k3. To u

fou4. To u5. To u

eme


D3


operations issue of reso, personnel to keep the r

process of m Standard

oint of view, t. SOP’s prethat are notrs to adapt

mprovisation

onal training evise existingty and evalu

ganization itsll, tabletop ecollaboratio

spects that hation with thand long termsign. During

ess the trainof the involvoutcomes, thmplementatig evaluation ng the capac

crisis itself, sassessment

ation and info

utcomes:

ects of the tr

be familiar wergency cyclknow the imunderstand tndation of eunderstand tunderstand tergency man

of the under

3.4 Resilience


increases thources mana

infrastructuredundancy a

developing Operating

the SOP’s oresent an inht open to inttheir decisio

n and adapta

is a milestog plans. Theuation of deself. The traiexercise, sim

on with releave to be ade public andms influence

the traininging conduct.ved actors, ehe need to rion. Some doprocess. Acc

city of organi

several actio, declarationormation, re

raining (in co

with the impoe. portance of the importan

emergency othe importanthe importannagement SO

rstanding an

e Manageme


he familiaritagement is cure or servicand diversity

preparednesProcedures

r checklists hherent dualitterpretation,ons to to reation is the co

ne in the orgere are diffesigning the ining design

mulations); avant actors,

ddressed addd among respe of the sceng itself, it is . After the trexternal assrevise SOPs, octrines holdcording to thization to be

ons have to bn of emergenesource mana

onjunction w

ortance of or

designing prnce of anchoperations onnce of the cance of evaluaOP's design.

d implemen

ent Concepts


y of actors critical. Resoces, but shoy of the reso

ss and respo(SOP’s) dev

have a tacticaty: on one , while on thal time chanore element

ganizationalerences amoscenarios foshould cons

advanced pre, identified ditionally to ponse actorsario. The co important training, it is essment, anchecklists an

d that it is imem it promo

e adaptive.

be taken: idency, implemeagement.

with DARWIN

rganizationa

reparednessoring responsn routine proapacity for adation proces

ntation capac

s and Applica


with requirources relateould be meurces with a

onse plans, velopment. Wal significanchand, it is

he other hannging situatit of the effec

learning proong countrie

or training- Tsider: the meparation anneeds and iorganization

s, evacuationmplexity of tto use existimportant t

nd effectivennd scenarios

mportant to iotes cross-or

entifying the entation of r

NS’s perspect

l resilience p

and responsse plans on t

ocedures anddaptivity witses and thei

city of the m

ation Tutoria


ed actions. e to various aningful forccessibility w

it is importaWhile the pce, relevant timportant tod; it is cruciaons. Actuallytiveness of r

ocess. The tres and disciThe governmain objective

nd training ointernal andnal training in of casualtiethe scenario ing guidelineo evaluate i

ness of guides will be examncorporate e

rganizations

crisis, recruiesponse plan

tive) include:

perceptions d

se plans. the "all hazard operations.hin pre writtr outcomes'

materials will

als

Union's 53289.

In developincategories o

r the organiwhen needed

ant to distinolicy reflect

to each orgao write cleaal to maintaiy, the balanresponse pla

raining aimsplines deali

ment and mie of the trai

of scenario ad/or externanclude: infoes, security p affects the es and SOPsit with severelines. Accomined in ordexternal orgalearning tha

itment of pens, internal a

:

during all ph

rd approach. ten and pracimplementa

be through

55 of 84

ng responseof, includingization. It isd.

nguish policyts a holistic-nization andar operatingin the ability

nce betweenns.

s to validate,ng with thelitary or theining and itsand relevantal resources.rmation andperspectivesscope of thes. Reviewersral methods:rding to the

der to assessanizations int is essential

ersonnel andand external

ases of the

" and the

ctices SOP's.ation I

Modules six

4

e g s

y - d g y n

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d s e s :

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inco

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Abstract

The importorganizationelement of disasters." (as one, yetbefore a haencourage temergency begun or hato make senare often toorganizationpartners, amanagemenexpected tyIt is in natutwo quite dthe job of people are another aspmanagemenmanagemen

D3


Module fivencorporati

ated require

ntent

orporating a

supporting

ols for comm

mmunication

olving the pu

eraction with

ablished trus

ablished trus

blic not yet in

blic on site

ance of risk ns manuals a sound ris

(OECD p17).t the OECD azardous evethem to invand crisis c

as just occurnse of what oo narrow ann or agency

and the pubnt and the n

ype (good orure informatidifferent task

risk commuinsufficientlypect of risk nt. Combs (nt. Successfu

3.4 Resilience


e: Emergening advanc

ements acco

advanced tec

system

munication

n between po

ublic in resil

h the public

st in leaders

st between r

nvolved

or emergensuch as the

sk managem The terms manual trie

ent occurs, test in precacommunicatrred. Risk comhappened. And suggests y facing a cblic"(CDC 20need to infor

bad) and mive and educ

ks. When a rinication is ty concerned,communica2015) claim

ul crisis comm

e Manageme


ncy (risk) coced techno

rding to DRM

chnology

olicy makers

ient manage

and authorit

responders a

ncy commune OECD defin

ment framewrisk, crisis ans to distinguo inform citutionary meion needs tommunicationAmerican CDthat crisis co

crisis to com014 p7) Crism and alert agnitude (wecational or aisk is small into reassure , the job is t

ation: the cos that crisismunication d

ent Concepts


ommunicaology)

MG Map

s and first res

ement

ties

and populatio

nication in tonition of the

work that seend emergenuish by statiizens and bu

easures to avo inform pen then come

DC agency (Ceommunicatio

mmunicate asis communthe public aeak or stronas was definn the expertsthem. When

to warn themonnection bes communicadetermines t

s and Applica


ations- Pub

sponders

on

oday's worlde need: "Riseks to reduccy communiing that riskusinesses abvoid, reduceeople once tes to the foreenter for Dison may be dabout that cication” is cbout an eveg) of an outced by Sandms’ judgment n the expertm". Sandmaetween risk ation is whathe success o

ation Tutoria


blic involve

d is best mansk communicce future loscations ofte

k communicabout their po

or transfer the event ise again in thesease Controdefined as thcrisis to theclosely assont. Risk comcome from aman "Risk coand people a

ts consider tn's commenor emergen

at gives life of emergency

als

Union's 53289.

ement, soc

nifested in ication is a fsses and da

en interchangation needs otential expo

these risks. s imminent, e aftermath ol) states thahe set of "acteir organizatociated with mmunication a behaviour oommunicatioare excessivethe risk subs

nts are connency communand substany manageme

56 of 84

cial media

nternationalfundamentalmages fromge and usedto be done

osure and toIn contrast,has alreadyof disasters,

at definitionstivities of antion, various

emergencyis about the

or exposure.on is at leastely alarmed,stantial andected to yetnication andnce to crisisent.

4

l l

m d e o , y , s n s y e . t

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Evaluation via student

D3


lization and r, Heide & Lapace for eveand risk maples of tradand may be

needs of pophe CDC man

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s the circle g

to this traditew reality oproactiveneing of the m

erspective emto change annd McMakinnterest of tproposed roation 3) Eva

t the referencussion on ebetween le

other strong

utcomes:

pects of the tnderstand thnderstand tharn the centnderstand tharn the princ

of the undes' projects p

3.4 Resilience


web use devarson 2009) ery single peanagers to reitional comm

e defined as pulations in ual reflects t

a pre-evenlaining and ithe pubic m

tion to thosencies througvery and respoes full roun

tional perspeof crises andess, well prep

ulti-cultural

mbeds new nd adapt. Anon (2013) claimhe audiencele of social mluate comm

nces and esemergency aadership styg affinity bet

raining (in cohe significanthe process ofrality of soci

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t phase whnforming th

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60 of 84

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