Presentation Objectives: The Impact of CR/SDR on Multi-Agency/National 1. Project Background Crisis Management 2. User Requirements 3. Business, Technical and Environmental Aspects 4. Interoperability 5. Cognitive Approach 6. Organisation 7. Benefits 8. Achievements 6. Summary Dr. Ahmed Aldabbagh CEng QinetiQ, UK aaldabbagh@qinetiq.com Terrorism, major industrial accidents, natural disasters... Project SECRICOM Key Facts � Seamless Communication for Crisis Management � Multi-Agency and Multi- National Communications for Crisis Management � EU funded project – FP7 � Start date: 1 Sept 2008 …unpredictable catastrophic events… � End date: 30 April 2012 …require innovative and affordable communication and situation awareness solutions for Public Safety Agencies and first responders… A key aspect in helping to recover?
Towards User Requirements (Use Case Study) 1.2 Preservation of Life - Public 1.2.3 Nomination of 1.2.5 Establish 1.2.1 1.2.2 Identification of 1.2.4 1.2.6 Hospitals to Evacuee and survivor Treatment of injured vulnerable people at risk Evacuation Information to Public Receive casualties reception areas 1.2.1.6 1.2.1.5 1.2.3.1 1.2.1.4 Provision of Obtain specialist Monitor numbers of 1.2.3.2 1.2.4.1 1.2.4.4 1.2.4.5 1.2.5.1 1.2.5.3 1.2.5.4 1.2.5.5 1.2.6.1 1.2.1.1 1.2.1.2 1.2.1.3 Provision of transport of advice (inc. 1.2.2.1 1.2.2.2 casualties received Identification of Nominate areas 1.2.4.2 1.2.4.3 Provision of Nominate Review appropriate 1.2.5.2 Monitor numbers Monitor equipment Provide details Multi agency Identify locations of Identification of Establishment of transport specialist Government) Identify location of Identify individuals by each hospital hospitals with Designated for Notification to Briefing to suitable evacuee & survivor contingency plans, Call out staff to of persons used/available of persons Strategic level Injured people Resources triage areas regarding treatment risk areas within risk areas public resources reception site plans, maps etc resource centres received to hospitals medical teams of noxious nominated for capacity for evacuation transport areas (archive data) received for centres to casualty bureau agreement to incident chemical injuries incident casualty reception User Requirements 1.2.1.4.1 1.2.1.5.2 1.2.4.1.1 1.2.4.3.1 1.2.4.4.1 1.2.4.5.1 1.2.1.1.1 1.2.1.2.1 Be advised by Be advised by 1.2.1.6.1 1.2.3.2.1 Deployment of Be advised by 1.2.5.4.1 1.2.6.1.1 1.2.1.3.1 Undertake risk appropriate partner agencies re Review appropriate 1.2.5.3.1 Establish Receive updates Monitor and review Be advised by partner agencies re partner agencies re Provide Information Safely deploy assessment 1.2.4.2.1 resources to ingress & egress contingency plans, 1.2.5.2.1 Have fall back sites equipment Situation from partner unit & equipment partner agencies ingress & egress ingress & egress from incident scene appropriate & identify Briefings to media required locations routes, RV & site plans, maps Brief staff readied replacement awareness agencies at scene deployed routes, RV & routes, RV & to specialist advisor resource evacuation etc assessment marshalling points marshalling points areas for marshalling (archive data system escort points 1.2.1.5.3 1.2.1.1.2 1.2.1.3.2 1.2.1.4.2 Identify availability, 1.2.4.3.2 1.2.5.2.2 1.2.5.3.2 Receive 1.2.1.2.2 Review appropriate Identification of location and 1.2.1.6.2 1.2.4.2.2 Deployment of 1.2.4.4.2 Establish future Review appropriate 1.2.6.1.1.1 capability of Review agency appropriate Obtain appropriate Analysis of agency information from Monitor threat to contingency plans, hospitals for suitable resources, archive data Brief units on scene resource number of buses, resource plan and contingency plans, progress reports public re locations deployed personnel site plans, maps etc casualty vehicles & records To warn public for security coaches and trains commence site plans, maps and logs of injured people (archive data) reception equipment etc patrols mobilisation etc (archive data) 1.2.1.1.3 1.2.1.2.3 1.2.1.4.3 1.2.1.5.1 Monitor media and Obtain progress 1.2.1.3.1 Identification of Identification of 1.2.1.6.3 1.2.6.1.2 other external reports from Obtain information hospitals for known specialist Obtain information Specialist deployed from units on site doctors to deal with from chemical plant health advice Information sources resources specialist injuries injures 1.2.1.4.4 1.2.6.1.3 1.2.1.2.4 Identify availability, 1.2.1.6.4 Agency’s Deploy resources to location and Obtain relevant Public reassurance required locations capability of information from Statements suitable resources partner agencies (internal draft) & equipment etc 1.2.6.1.4 Deployed units informed of content of public statements Command and Control Situational Awareness IER Exercise - Key Findings High-Level Business Drivers • Voice is predominant (~50%) with Messaging next (~25%) • Enabling agencies, when required, to be securely networked using existing and differing legacy • More voice at Operational level and decreasing up the CofCmnd communication systems for effective interoperability • Data is concentrated at Strategic level and decreasing down the CofCmnd – Including across international borders – Need for data, image and video capabilities at the Operational level • Enhancing resilience in support of business • Intra-agency communications is key at all levels of command continuity during crisis response • Inter-agency communications account for nearly a quarter of all IERs • Enrichment of business information service types for more effective operations • Situation Awareness (SA) is the greatest proportion of IERs (~59%) (video, imagery, web, etc) – Ratio of C2:SA is approx 3:2 driven by need for audit trail leading to versions of the same IER voice & data • Cost reduction through convergence of • Voice remains most significant IER data type for both services onto one common IP infrastructure C2 and SA, with SA demands a greater use of data types
Aspects of Crisis Management • Business Aspects • Technology Aspects Business, Technical and Environmental Aspects • Environment Aspects • Organisation Aspects Business: Stakeholders Business Gas Electric • Multi-Agency Water Telecoms Transport Local Authorities • Multi-National NGOs Police Cohesive stakeholder collaboration Armed Forces Fire is vital for effective large scale Govt Agencies Health crisis management Coast Guard International Border
Business: Multi-Agency Operations and Business: Multi-National Operations and the Implications the Implications • Different technology maturity levels – non interoperability? • Variation in procurement • Different operating procedures – non-compatibility? – Cycles • Very vertical CofCmnd – slow information exchange? – Time scales and – Budgets. – Difficult to predict capabilities, and hence forward plan? • Variation in doctrines & regulations – Inefficient business interoperability? Variability in Technology and Procedures and Technical the Implications • Assumption: Networks and comms may be partially or completely destroyed in a crisis zone. ? • Need the ability for networks and comms establishment amongst participating agencies and nations • Variation in technology amongst agencies? Different agencies collaborating during different crisis leads to variability in effective capability from crisis to crisis • Justification of cost? Implications on planning and overall effectiveness?
Implications of Multi-National and Environment Multi-Agency Operations on Crisis Management The variability in technology and business procedures leads to – Reduced collaboration effectiveness – Increased risk to life saving operations Costing time and hence life Organisation: Public Safety & Security EA for Public Safety & Security: OSSAF The Open Safety & Security Architecture Framework aims to align stakeholders within a PS&S organisation and helps to achieve effective transformation, leading to the following benefits: • Agility: Responsive technology to evolving needs of the user • Interoperability: at the forefront and not an afterthought • Cost Reduction: Investments rationalised across multiple agencies/providers and different generations of systems Complex and fragmented landscape • Decision Support: Strong support for Programme Management – Many agencies with own local requirements – Multiple domains • Information Management: Better distribution of information, throughout the chain of command – Fragmented CofCmnd – New technologies incredibly complex • Higher Mission Effectiveness: Achieve better access to information and common SOPs with interoperability issues
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