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					Project Presentation

         18th March 2008
    Content

   Research Initiative
   Project Sheet
   Application Domain
   Operational Issues
   Mission
   Points of Contact




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    Research Initiative

Framework Programme 7: Security Research Call 1
   Activity: Restoring security and safety in case of crisis
        “The first challenge of this activity is to ensure that governments,
         first responders and societies are better prepared prior to
         unpredictable catastrophic incidents using new, innovative and
         affordable solutions.
        The second challenge is to improve the tools, infrastructures,
         procedures and organisational frameworks to respond and recover
         more efficiently and effectively both during, and after, an incident.”
   Topic: Intelligent decision support
         “In order to enhance the efficiency of command and control by
         intelligent decision support systems, the task is to develop
         appropriate novel approaches to computer assisted decision
         making. Applications should be robust and facilitate the cooperation
         of operational units across organisational boundaries.”


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    Project Sheet
   Focus
        Focus on decision support both prior and after incident
        Focus on Health Service addressing also cooperation with other
         organization
   Objective
        Improve Health Service crisis managers decision-making capabilities
         through an integrated suite of modelling and analysis tools providing
         insights into the collective behaviour of the whole organisation in response
         to crisis scenarios
   Start Date
        1st March 2008
   End Date
        31st August 2010
   Involved Nations
        Italy, Poland, Ireland, Germany, Israel, Denmark


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       Application Domain
                                                                          The response to the crisis is the
                                                                          result of the activities of:
                                                                               different services (e.g. police,
                    Inter-service coordination/planning                         medical care, rescue forces, fire
                                                        Decision
                                                                                fighting, etc)
                                                         Makers                interacting vertically (i.e. with
                 Fireman                                                        components of the same
                Commander                                                       organization) and horizontally
                                             Ambulance
                               Medical                                          (i.e. with components of other
                                             Commander
                             Commander                  Responders
Intra service
                                                                                organizations)
                    Fireman Team
coordination                                 Ambulances                        in a complex environment
planning
                                 Hospitals
                                                           Context
      Police Team

                          Roads Network
                  People
                                          Casualties
                        Comm Network
       Blast                       Toxic Cloud
                      Weather




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    Operational Issues
   Intra service
        The overall response to the crisis depends not only on the quantity of
         the individual entities but also largely on how those entities cooperate
         in harmony with one another through the entire scenario.
   Inter service
        Although individual service organization may be quite effective, the
         system as a whole may experience a significant “failure to respond”
         due to a faulty or deficient inter-service interaction
   Procedures
        Several factors could lead decision makers to fail in the application of
         the defined procedures:
               decision makers are forced to make important decisions under pressure and in a
                time critical context;
               international assistance may be necessary and it is likely that decision makers of
                different countries have implemented very different procedures from one
                another
               good procedures may not function if not adequately trained and exercised at
                national and international level




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    Operational Issues

   Unpredictable factors
        The situation evolution will be determined by both “predictable”
         factors (e.g. the crisis responders’ behaviour according to
         procedures) and “unpredictable” ones (e.g. human/crowd
         behaviour).



         As a consequence, the decision making process is
                       hard and complex




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    Mission

   The project aims at improving crisis managers
    decision-making capabilities in the following phases:
     preparation: assisting in the identification of: the best way to
      employ available assets, the limits of the achievable
      response and the effectiveness of different inter/intra-services
      cooperation procedures
     response: providing a forecast of scenario evolution,
      proposing doctrine-based solutions and evaluating the effects
      of alternative decisions




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    Mission
   Decision-making support will be provided through an integrated
    suite of modelling and analysis tools.
    Key research aspects are:
       “bottom-up” modelling approach
        build independent model components and then combine them
       unpredictable factors modelling
        human behaviour, mass behaviour
       procedure support
        provide the user with the correct procedures to solve the problem
       computation of the “distribution” of the effectiveness of a certain
        “decision” rather than the effectiveness of that solution
        deterministically dependant on the preconceived scenario
    The combined effects of the above points will allow to document
    both the unexpected bad and good things in the organization(s)
    thus leading to better responses, fewer unintended
    consequences and greater consensus on important decisions.


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     Points of Contact
 Partner                POC                            E-Mail                   Tel                 Fax

ED           Giuseppe La Posta      giuseppe.laposta@elsagdatamat.com   +39 06 5027 2612      +39 06 5027 2250

ITTI         Rafal Renk             rafal.renk@itti.com.pl              +48 61 622 69 85      +48 61 622 69 73

CNR-IASI     Andrea De Gaetano      andrea.degaetano@biomatematica.it   +39 06 30155389       +39 06 3057845

Skytek       Sarah Bourke           sarah.bourke@skytek.com

IABG         Schaefer Hans-Rudolf   SchaeferRu@iabg.de

ESL          Gur Cohen              gurc@elbit.co.il                    972 54 9997994        972 4 8317994


CESS         Reinhard Hutter        hutter@cess-net.eu                  +49 (0)89 6937 7147   +49 89 6937 7147


IFAD         Jeppe Nyløkke          jeppe.nylokke@ifad.dk

UCSC         Daniele Gui            daniele.gui@rm.unicatt.it           +39 06 30155675       +39 06 30156803




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