This project has received funding from the European Union’s Seventh Framework Programme - PowerPoint Presentation

1. This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement no 608166. The contents of this presentation are the author's views. The European Union is not liable for any use that may be made of the information contained therein.Crisis Coordination & Response Arrangements in the European Union and a Finnish Case Study Helsinki, Feb 15th 2016Prof Pekka Visuri &Dr Timo Hellenberg Hellenberg International Oywww.hellenberg.org

2. Contents1. INTRODUCTION2. THE EU POLICY EVOLVEMENT IN CRISIS MANAGEMENT 2.1 Political-strategic level2.2 Operational-tactical level 3. WEATHER HAZARDS AFFECTING CRITICAL INFRASTRUCTURE3.1 RAIN Finnish Case Study: Loviisa Nuclear Reactor and Flooding 20053.1.1 Situational awareness3.1.2 Management of emergency3.1.2.1 Local and municipal level3.1.2.2 National and government level3.1.3 Consequence management3.1.4 Nuclear Power Plant3.1.4.1 Exercise “Loviisa 13”4. WORST CASE SCENARIO4.1 Elements of a scenario4.2 The scenario: a combination of bad weather and technical failures5. SUGGESTIONS FOR RESPONSE STRATEGIES 

3. EXECUTIVE SUMMARYThe European Union is challenged ever more to manage crises whether man-made or natural of their origin. Most of today´s emergencies, crises and other exceptional situations, whether inside or outside the EU, are of such a wide-ranging impact or political significance, that they require timely policy coordination and response at EU political level. This could result from the number of affected or involved Member States, or the cross-sectoral nature of the crisis, the imminence thereof, or from time constraints, or a combination of these factors. This need, which led in 2006 to the creation of the EU Emergency and Crisis Coordination Arrangements, is still valid today. It provides the Presidency and the Council with the necessary tools and an Integrated Situational Awareness and Analysis (ISAA) support capability to decide on a case -by- case basis on the steps to be taken and on what format should be used to support political coordination and prepare policy options for Council decision making throughout the crisis situation.

4. Common nominator with various crises from terrorist attacks to natural disasters is that they require fast and well synchronized cross border and cross sectoral approach. The effective response measures should stand on coherent and combined situational awareness based on shared situational data. This case study report “Crisis Coordination & Response Arrangements in the European Union and a Finnish Case Study” is to look at the latest developments of the EU crisis coordination and decision-making arrangements.It describes the full range of EU crisis management instruments that can be used to tackle internal and external crises.

5. DefinitionsCrisis is an unexpected situation where important national values and assets are at stake either domestically or internationally, with time pressure and uncertainty prevailing.An emergency situation can be managed with usual measures without special crisis management arrangements, but the same system of alarm and decision making should be used as a basis for preparedness.It can be difficult to define exactly an emergency situation or the nature of a crisis in the first phase. It is essential to start measures without hesitation if there are signs which hint to a crisis potential or escalation in the threat situation. Therefore, the estimation of the risks on the basis of an adequate situational awareness is one of the most important duties in the crisis management.

6. Crisis management (CM) means actionsBefore: research, training and planning.During: decision making, planning, leadership, cooperation and information.After: evaluation, learning and encouraging.

7. National Crisis Management systems“Ideal types” or “polar types” as analytical meansCentralized - decentralizedIntegrated - specializedInstitutionalized - ad hocPolitical (mandate) - professionalPublic - privateAdministrative - technologicalComprehensive - civil/militaryInformation open – segmentedProgressive – reactive

8. Trends in Crisis ManagementAfter the Cold War a clear emphasis on the preparation for the prevention and response to peace-time disasters and terrorism.Trend towards all-hazards principle in CM.More centralization and integration of CM leadership and coordination for civil-military cooperation.More centralized surveillance and building of the situation picture, but borderlines between the sectors of administration still exist as hindrance.In many EU countries the CM systems have been fundamentally modernized during the last years. There is constant aim to find synergies and to improve the interoperability. However, preserving the sovereignty often hinders these attempts. Emerging trend to standardize CM structures and practices, but the process is slow advancing.

9. Development of crisis management systems On the basis of national historic experience and applied according to the national characters of each country’s political system, changes in threat perceptions and as reaction to the latest experiences in dramatic crisis situations.Not so much results of theoretical consideration and scientific studies or concluded from the experience of other countries.The CM systems in European countries differ remarkably, and it is difficult to shape standard structures, procedures and communication rules for crisis management duties. The decisions concerning the development of the crisis management are usually made as compromise derived from practical experience and political processes.The systems are often technologically and operationally outmoded.Many noticed malfunctions in the system can be ignored or are covered only by placebo measures in order to mind additional work or political and bureaucratic struggles.

10. After the Cold War The differences between internal and external threats have faded, as well as the strict dichotomy between peace-time and war-time threat scenarios has been smoothed. The preparedness systems in EU countries which were aimed only to war situations have vanished, or they have been changed to be used for countering peace-time disasters or other kind of catastrophes. The present preparedness systems are more suitable to handle different situations on the same basis, i.e. on the so called “all hazards” principle. This has some practical difficulties, but they can be minimized with good training of the leadership as well as by standardized communications and logistics. It needs, however, further academic studies and exercises.

11. Experiences…According to earlier studies the European crisis management arrangements and civil security systems have been developed towards comprehensive and integrated organisations.The arrangements are rather well functioning in usual civil security duties. Still, there are many defaults especially in cooperation between member states, and the personnel of civil security organisations have only limited experience for doing effectively in surprising and complicated crisis situations.

12. Political-strategic levelSource: Council of the European Union. Finalisation of the CCA review process: the EU Integrated Political Crisis Response (IPCR) arrangements. 7.6.2013, 10708/13, 6.

13. Operational-tactical levelTransformation of the former Monitoring and Information Centre (MIC) into the Emergency Response Coordination Centre (ERCC) has further enhanced the operational and tactical level of EU mechanisms. The Emergency Response Coordination Centre, compared to its predecessor, is an enhanced coordination platform.The ERCC, operating within the European Commission's Humanitarian Aid and Civil Protection department (ECHO), was set up to support a coordinated and quicker response to disasters both inside and outside Europe using resources from the countries participating in the EU Civil Protection Mechanism.ERCC is a coordination hub facilitating a coherent European response during emergencies helping to cut unnecessary and expensive duplication of efforts.It collects and analyses real-time information on disasters, monitors hazards, prepares plans for the deployment of experts, teams and equipment, and works with Member States to map available assets and coordinate the EU's disaster response efforts by matching offers of assistance to the needs of the disaster-stricken country.ERCC has a 24/7 monitoring capacity that allows instant reactivity to emergencies.

14. Initiatives and plans to unite the efforts of military (DG8) and civilian (DG9) sectors towards common goals and working with an integrated planning and command structure like the Civilian Planning and Conduct Capability (CPCC).

15. ConclusionsThere are administrative, organizational and strategic challenges related to decreasing civil protection budgets. The wide range of actors – both national and multinational – are not fully involved nor sufficiently interlinked in disaster risk management (preparedness, response, consequence management). Better interoperability along with deeper organizational synergies is needed - cross the sectors and cross the borders. Stronger partnerships and hybrid networks (academia, industry, small and medium-sized enterprises, agencies) allow better civil protection response and shared civil security capacities. Enhanced role of citizens and volunteers support the work of first responders – particularly in rural and long distance areas. The bottom line is a better response with more coordinated action.

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