Emergency environment: problems of coordination, uncertainty, lack of

information

RISK PREVENTION

(OR MITIGATION?)

Short term measures

Long term measures

Risk reduction strategies:

* Adaptation

* Mitigation

* Damage reduction

- preparare before the-event

- decide and face the crisis

- return to normalcy and learn from the event in the event aftermath

Emrgency response/disaster recovery plans are frequently written as compliance gestures rather than realistic emergency operating guidelines.

The vast majority of emergency response plans are out of date by the time they are published;

Are published in inappropriate formats;

Remain unknown to key persons who are likely to become involved with the emergency response

Are not kept up to date

Contain reams of practically useless pages of information

Crises are characterized by the absence of obvious solutions;

The scarcity of reliable information when it is needed;

The lack of adequate time to reflect on and debate alternative course of action.

It is very important that the crisis management team members optimize the limited time that they have to develop appropriate response to the crisis importance of being able to focus on the key questions and get to the heart of the matter.

Crisis management remains limited and ineffective as long as it is seen as a discipline that is negative, unproductive in terms of value creation, timeconsuming, potentially dangerous, and

technical rather than strategic

N.B. Crisis management training develops management qualities and skills that ar useful in normal situations:

-The ability to anticipate;

-Enhanced teamwork capabilities;

-Sharpened judgement skills;

-Enhanced creative skills

Crisis management should be viewed a a continuous management process that can be revised or redisigned at any time and that should be updated/enriched with the feedback from experience and simulation exercises – a process that is flexible in terms of both its composition and its forms or action.

Lagadec, Lagadec, Roux-DufortRoux-Dufort Three types of organizations:

1. Not prepared, useless plan

2. With some planning but still inadequate preparation

3. With good plans, prepared.. still can learn something…

Not prepared organizations

• Lack of organization and coordination• Lack of exact notion of what everybody

must do in 10 points• Responsible persons tend to retire and look for saving their position

Poorly prepared organizations

• Lack of operational knowledge of tools• Tools good to act fast but inadequate for

crises management• Nobody has the overall control of the

“scene”• People act upon “magic numbers”

Poorly prepared organizations

Learning approach: event centeredType of learning: simple

• Crisis as an exceptional event

• Attention limited to the event features

• Event interpretations based only on “visible facts”

Prepared organizations

• Illusion of being un-vulnerable• Need to integrate “centralized” and local

action• Need of minimal good scientific

knowledge about new facts

Prepared organizations

Learning approach: process centeredType of learning : high degree

• Overcoming “certainties”

• Learning as a response to crisis pressure

• Behaviors coherent with what has been learned from the crisis

Prepared organizations

Learning approach: process centeredType of learning : complex

• Overcoming traditional knowledge

• Learning as analysis and assessment of what went wrong

De MarchiDe Marchi: analysis of UE accidents and : analysis of UE accidents and

chemical emergencieschemical emergencies

• More More involvement of companiesinvolvement of companies in emergency in emergency plans development;plans development;

• Overcoming Overcoming linguistic barrierslinguistic barriers (not only (not only disciplinary)disciplinary)

• Many times victims due to the Many times victims due to the lack of lack of information regarding existing resourcesinformation regarding existing resources not to not to

the lack ofthe lack of

De MarchiDe Marchi: analysis of UE accidents and chemical : analysis of UE accidents and chemical

emergenciesemergencies

problem:problem:

inadequate training, both technical and inadequate training, both technical and managerialmanagerial, that not only causes victims but , that not only causes victims but puts at risk rescuers’ livesputs at risk rescuers’ lives

Challenges in todays and future emergenciesChallenges in todays and future emergencies

Crucial points:Crucial points:* Coordination* Coordination

* Information* Information

* Uncertainties* Uncertainties

* Overconfidence in technologies* Overconfidence in technologies

* Emergency spatial context: * Emergency spatial context: logistics aspects and beyondlogistics aspects and beyond

CoordinationCoordination

Coordination among different agencies,Coordination among different agencies,organisations, public administrations…organisations, public administrations…

a.a. Different organisational culturesDifferent organisational culturesb.b. Lack of confidence in other organisations’ Lack of confidence in other organisations’

capabilitiescapabilitiesc.c. Everybody does what he/she is used toEverybody does what he/she is used to no prior framing of the situationno prior framing of the situation no PEGAS (no PEGAS (Protect, Examine, saving Gestures, Protect, Examine, saving Gestures,

Alert, WatchAlert, Watch))

HOUR EVENT PREFECTURE direct answer EMERGENCY FIREMEN SEVESO MAJORS OF POLICE HEALTH DOCTORS FIRM AFFECTED BUREAU

MUNICIPALITIES6 h 30 Close to the GLMI firm Who is informing them?

a strong odor is felt.A worker of a neighbour When are they informed?firm alert the firemen department How they get informed?

What do they do?

6 h 40 the wind is blowing who is going to the site?NE-SW. La toxiccloud is getting close How long does it take?to nearby residential areasIn the firm they finally Who is informing him of understand where the situation?the cloud arises from

6 h 55 The firm has succeded what does he do?in fixing the failureFiremen and doctors How long does it take?have arrived to the firm.Some journalists of With whom does helocal newspapers and communicate?radio have arrived as well

How does he treat with thejournalists?

How does he respond tocitizens' questions?

7 h 10 The situation is still Who is informing hem anddifficult. what do people say toIn the field there is still him?confusion; confusedinformation reaches the wha does he do?control centres in Bergamoand Milan With whom does he

communicate?

8 h 30 The head of the prefecture Who does he take care of?arrives with other officials.National newspapers and How?television journalists arrive as well What does he do?

12 h 00 The toxic cloud is what does he do?dispersed.The worst part of the with whom does he crisis seems over communicate and what?

indirect answers

Coordination: exampleCoordination: example

From Murakami Haruki, From Murakami Haruki, UndergroundUnderground, 1997, 1997

No framing of the situation:No framing of the situation: • At least in one occasion metro officials takes out the At least in one occasion metro officials takes out the

sarin bags unprotected (and died);sarin bags unprotected (and died);• Trains are not stopped (Marunouchi line goes on 1 Trains are not stopped (Marunouchi line goes on 1

hour and 40 min. after the attack);hour and 40 min. after the attack);• All the ambulances rush to the same station, Tsukij, All the ambulances rush to the same station, Tsukij,

completely neglecting other locations…completely neglecting other locations…

Coordination: exampleCoordination: exampleFrom Murakami Haruki, From Murakami Haruki, UndergroundUnderground, 1997, 1997

Lack of confidence in other organisations:Lack of confidence in other organisations:

Prof. Yanagisawa Nobuo, rector of the Medicine Prof. Yanagisawa Nobuo, rector of the Medicine University of Shinshu (Matsumoto prior experience), sent University of Shinshu (Matsumoto prior experience), sent faxes directly to emergency hospital services, because :faxes directly to emergency hospital services, because :• He did not trust firemen departments;He did not trust firemen departments;• He wanted the information to be sent directly to the He wanted the information to be sent directly to the

people who will be in charge of injured;people who will be in charge of injured;• Hospitals received official documentation on sarin at Hospitals received official documentation on sarin at

16.24 (terrorist attack at 7.45 more or less) from the 16.24 (terrorist attack at 7.45 more or less) from the Health bureau;Health bureau;

• Nobody informed hospitals it was sarinNobody informed hospitals it was sarin

InformationInformation

Information that counts is not passed thinkingInformation that counts is not passed thinkingon the needs of the users’:on the needs of the users’:• Needed information often provided by the media Needed information often provided by the media

(sometimes wrong);(sometimes wrong);• What is needed information? To make decisionsWhat is needed information? To make decisions• Relevant information is not passed through Relevant information is not passed through

expected hierarchical lines;expected hierarchical lines;• Needed also the motivation to act upon received Needed also the motivation to act upon received

information and, prior to that:information and, prior to that: means for controlling the information (or at means for controlling the information (or at least to question it)least to question it)

From Murakami Haruki, From Murakami Haruki, UndergroundUnderground, 1997, 1997Dr. Saito Toru, director of the emergency room in the Omori Hospital:Dr. Saito Toru, director of the emergency room in the Omori Hospital:

• The TV said it was cyanide;The TV said it was cyanide;• The crucial information in a mass emergency is how to The crucial information in a mass emergency is how to

select among injured;select among injured;• This information came from the Shinshu hospital in This information came from the Shinshu hospital in

very unformal and not pre-determined way;very unformal and not pre-determined way;• Official information came too lateOfficial information came too late

Another example from the Pirellone air crash:Another example from the Pirellone air crash:• Rete4 said blood was needed and medical expertise Rete4 said blood was needed and medical expertise

worsening overall congestionworsening overall congestion

Information: examplesInformation: examples

From Murakami Haruki, From Murakami Haruki, UndergroundUnderground, 1997, 1997Prof. Yanagisawa Nobuo, rector of the Medicine University of Shinshu :Prof. Yanagisawa Nobuo, rector of the Medicine University of Shinshu :

• He had the motivation to pass through the information He had the motivation to pass through the information (emotional intelligence counts);(emotional intelligence counts);

• He had the prior experience of Matsumoto;He had the prior experience of Matsumoto;

He provided the four crucial means to accomplish the He provided the four crucial means to accomplish the following steps:following steps:• Examine symptoms;Examine symptoms;• Immediate analysis (check the information);Immediate analysis (check the information);• Diagnosis and selection according to severity;Diagnosis and selection according to severity;• Recommended therapyRecommended therapy

Information: examplesInformation: examples

UncertaintyUncertainty

Checklist of types of uncertainties :Checklist of types of uncertainties :Ranking of salience Level of severity High Medium Low |__| Scientific |______|______|______| |__| Legal |______|______|______| |__| Moral |______|______|______| |__| Societal |______|______|______| |__| Institutional |______|______|______| |__| Proprietary |______|______|______| |__| Situational |______|______|______|

UncertaintyUncertainty

a.a. Minimize the occasions for legal uncertainty (imagine Minimize the occasions for legal uncertainty (imagine in an international intervention)in an international intervention)

b.b. Allow for many actors in the scene in a structured way Allow for many actors in the scene in a structured way

c.c. Hierarchical versus flexible organisations: shared Hierarchical versus flexible organisations: shared responsbility and flexibility in a structured contextresponsbility and flexibility in a structured context

Too hierarchicalToo hierarchical: rigid, uneffective, incapable to face : rigid, uneffective, incapable to face surprises;surprises;Too flexibleToo flexible: : everybody does what he wants, everybody does what he wants, multiple “coordination” centresmultiple “coordination” centres chaos chaos

Uncertainty: societalUncertainty: societal

S. Schneider, S. Schneider, Flirting with disaster Public Management in crisis situationsFlirting with disaster Public Management in crisis situations, , M.E. Sharpe, New York, London, 1995M.E. Sharpe, New York, London, 1995

GAPGAP between what people perceive is the risk and should between what people perceive is the risk and should be done and what professionals are doing to manage the be done and what professionals are doing to manage the emergency:emergency:

• Do not reassure when the situation is not under controlDo not reassure when the situation is not under control• Do listen to people regarding:Do listen to people regarding: - facts about the area (- facts about the area (local information, aneddoctical..local information, aneddoctical..))

- their needs- their needs

Uncertainty: societalUncertainty: societal

GAPGAP May depend on:May depend on:

• Perception regarding forces ability to cope, not Perception regarding forces ability to cope, not necessarily reflecting the “reality”necessarily reflecting the “reality”

• Trust in authorities and public administrationTrust in authorities and public administration

Uncertainty:examplesUncertainty:examples

a.a. Too rigid organisations: the army after the Kobe Too rigid organisations: the army after the Kobe earthquake.earthquake.

b.b. Too flexible organisations: three coordination centres Too flexible organisations: three coordination centres in the Pirellone air crash (sometimes conflicting with in the Pirellone air crash (sometimes conflicting with each other)each other)

c.c. Allow for many actors in the scene in a structured way: Allow for many actors in the scene in a structured way: why they did not incorporate Prof. Yanagisawa in a list why they did not incorporate Prof. Yanagisawa in a list of experts to be contacted in case of chemical of experts to be contacted in case of chemical contamination?contamination?

Overconfidence in technologyOverconfidence in technology

Modern organisations are often overconfident of Modern organisations are often overconfident of technological devices and put themselves sometimes in a technological devices and put themselves sometimes in a vulnerable situations when the latter do not work vulnerable situations when the latter do not work

a.a. True especially in large disasters, in urban and True especially in large disasters, in urban and metropolitan contextsmetropolitan contexts

b.b. But equally true in developing countries, where But equally true in developing countries, where technological devices are lacking/deficient/ only technological devices are lacking/deficient/ only partially existent partially existent

Overconfidence in technology: examplesOverconfidence in technology: examples

aa. In the Kobe earthquake the emergency control centre . In the Kobe earthquake the emergency control centre could rely only ….on a public telephonecould rely only ….on a public telephone

b.b. Some strategic facilities (ex. Hospitals) are very Some strategic facilities (ex. Hospitals) are very dependent upon lifelines, even when thay do have dependent upon lifelines, even when thay do have emergency electrical generators (examples from the emergency electrical generators (examples from the Northridge, Kobe earthquake and….Milano Northridge, Kobe earthquake and….Milano snowstorm) snowstorm)

cc. In theory you have the means to detect if it sarin or . In theory you have the means to detect if it sarin or cyanide, but what you practically need is a procedure cyanide, but what you practically need is a procedure to fit in the technology to fit in the technology technical aspects within a technical aspects within a strategic framework of the crisisstrategic framework of the crisis

Emergency spatial context: logistics and beyondEmergency spatial context: logistics and beyond

The spatial context where the crisis develops isThe spatial context where the crisis develops isparticularly relevant for the following aspects:particularly relevant for the following aspects:

a.a. Location of the disaster area;Location of the disaster area;

b.b. General morphology of the place;General morphology of the place;

c.c. Layout of emergency camps;Layout of emergency camps;

d.d. Ways in which people use land and placesWays in which people use land and places

Emergency spatial context: examplesEmergency spatial context: examples

Location and setting of the disaster area: Location and setting of the disaster area: from Murakami from Murakami Haruki, Haruki, UndergroundUnderground, 1997, 1997

• All the ambulances where sent to one location (Tsukij All the ambulances where sent to one location (Tsukij station) neglecting all the others.station) neglecting all the others.

• Nobody asked what was the layout of the crisis scene:Nobody asked what was the layout of the crisis scene:- point-shaped;- point-shaped;

- multi-site (as it was the case)- multi-site (as it was the case) - spread damage with connected and enchained failures - spread damage with connected and enchained failures (as the Kobe or Ismit earthquakes)(as the Kobe or Ismit earthquakes) - spread damage with scattered damage areas (Algeria - spread damage with scattered damage areas (Algeria

earthquake)earthquake)

Emergency spatial context: examplesEmergency spatial context: examples

Location and setting of the disaster area: Location and setting of the disaster area: from Murakami from Murakami Haruki, Haruki, UndergroundUnderground, 1997, 1997

By the way, talking about media, one person, Mr Okuyama said:By the way, talking about media, one person, Mr Okuyama said:

The TVThe TV was representing the scene as if everywhere therewas representing the scene as if everywhere there were consequences of the attack, but reality was rather were consequences of the attack, but reality was rather different with an astonishing contrast between what he different with an astonishing contrast between what he was seeing and experiencing and life going on as normal was seeing and experiencing and life going on as normal in the parallel street in the parallel street

(this is the reason why I define it as multisite)(this is the reason why I define it as multisite)

Emergency spatial context: examplesEmergency spatial context: examples

The shape of the city is relevant to accessibility and The shape of the city is relevant to accessibility and emergency managementemergency management

Emergency spatial context: examplesEmergency spatial context: examples

The way people use spaces and land is relevant to The way people use spaces and land is relevant to emergency managementemergency management

Emergency spatial context: examplesEmergency spatial context: examples

Layout of emergency shelters camps to fit users needs: Layout of emergency shelters camps to fit users needs: keeping communities and need to be close to houses, keeping communities and need to be close to houses, cows, animals, etc…cows, animals, etc…

Technical tools

Network to disseminate information

adequate tools and modes of communication

Plan exists

Useful plan

feasible actions

Technical tools

tailored to the specific problem;

fit to the context;known by stakeholders and familiar to people

Identified communication networks and tailored to end users :

At least among agencies

Should involve the media

Should involve the population

Usable plan

developed with the stakeholders;

shared and possibly tested;

on the basis of possible scenarios

Useful plan :

10 points identifying for each stakeholder what to do

makes explicit what resources are available and where

Identifies responsibilities

Useful plan:

based on complete event scenarios

opens to potential surprises

constitutes a framework for actions

Useful plan :

is an educational tool for those who develop it

is open to include lessons learnt in real or simulated events

To T1 T2 tempo

noise event

intervention

A useful plan also:

consider the spatial context regarding:

* Vulnerable elements

* Resources that can be acquired

Considers potential obstacles

* logistics of the action

* feasibility of protection and self

protection actions

Safety is a matter of shared responsibility. Allow for Safety is a matter of shared responsibility. Allow for flexibility within a structured frameworkflexibility within a structured framework

Macro-scenarios for a provincial emergency plan: Macro-scenarios for a provincial emergency plan: the example of Milan.the example of Milan.

RRiisscchhiioo ddii EEssoonnddaazziioonnee ((CCoorrssii dd’’aaccqquuaa pprriinncciippaallii))

FONTE DEL PERICOLO

DESCRIZIONE CORSO D’ACQUA

Fiume principale della provincia per cui sono state individuate le fasce PAI (Adda, Lambro, Olona, Ticino)

ADDA LAMBRO OLONA TICINO

Trezzo sull’Adda

Briosco Legnano Bernate Ticino

Vaprio d’Adda Verano Brianza San Vittore Olona Abbiategrasso

Cassano d’Adda Carate Brianza Canegrate

Triuggio Parabiago

Albiate Nerviano

Sovico Pogliano M.

Villasanta Monza Cologno M. Milano Peschiera B.

COMUNI PIU’ A RISCHIO

Melegnano

Truccazzano Veduggio con Colzano

Vanzago Nosate

Cornate d’Adda Macherio Pregnana M. Turbigo Lesmo Rho Cuggiono

Arcore Robecchetto con Induno

Brugherio Boffalora Ticino Segrate Magenta San Donato M. Robecco sul N.

San Giuliano M. Ozzero

Mediglia Morimondo

San Zenone al Lambro

Besate

ALTRI COMUNI localizzati lungo il

corso d’acqua

San Colombano al Lambro Motta Visconti

10/1976 09/1937 10/1976 10/1977 09/1993 06/1963 08/1977 10/1993

10/1976 09/1995 06/1988 11/2000 11/1994

MAGGIORI EVENTI DI ESONDAZIONE

PASSATI 11/1996

SScchheeddee ddii RRiisscchhiioo ppeerr CCoommuunnee oo GGrruuppppoo ddii CCoommuunnii COM 15 Monza

CORSO D’ACQUA PERIODI DELL’ANNO PIU’ A RISCHIO

TIPO DI EVENTO PIU’ FREQUENTE MAX EVENTO ATTESO

INTERVENTI, OPERE DI DIFESA IDRAULICA REALIZZATE NEGLI ANNI

Rottura forzata argini Parco di Monza Anno ? LAMBRO AUTUNNO VEDI FASCIA A PAI? VEDI FASCIA C PAI?

Annegamento, Dispersi, Feriti, Sfollati

Allagamenti abitazioni soprattutto di scantinati e piani inferiori

Danni strutturali ai ponti, crolli

Allagamenti Strade, ferrovia ed interruzioni

Danni alla manifattura, ai prodotti e agli impianti

Allagamenti servizi pubblici, scuole, ospedale

Danni al patrimonio storico culturale, chiese D

ANNI PRINCIPALI SUBITI

DURANTE EVENTI PASSATI

Interruzione Reti servizi

Scuole Ospedali Centri Comm. Case Riposo Stazioni

Biblioteche

Cinema-Teatri

Caserme

OGGETTI

Oggetti di pregio cultur.

Ferrovia Autost. SS Sp

Strade

Locali

ELEMENTI VULNERABILI

RETI

Reti di servizio

RESIDENZA

INDUSTRIA COMMERCIO

AREE INTERESSATE

SPAZI PUBBLICI

POPOLAZIONE TOTALE min/max A cura del Comune STIMA

POPOLAZIONE INTERESSATA DA EVENTO POPOLAZIONE NON

AUTOSUFFICIEN TE min/max A cura del Comune

SScchheeddee ddii RRiisscchhiioo ppeerr CCoommuunnee oo GGrruuppppoo ddii CCoommuunnii COM 15 Monza

CORSO D’ACQUA PERIODI DELL’ANNO PIU’ A RISCHIO

TIPO DI EVENTO PIU’ FREQUENTE

LAMBRO AUTUNNO VEDI FASCIA A PAI?

Annegamento, Dispersi, Feriti, Sfollati

Allagamenti abitazioni soprattutto di scantinati e piani inferiori

Danni strutturali ai ponti, crolli

Allagamenti Strade, ferrovia ed interruzioni

Danni alla manifattura, ai prodotti e agli impianti

Allagamenti servizi pubblici, scuole, ospedale

Danni al patrimonio storico culturale, chiese D

ANNI PRINCIPALI SUBITI

DURANTE EVENTI PASSATI

Interruzione Reti servizi

Scuole Ospedali Centri Comm. Case Riposo Stazioni

Biblioteche

Cinema-Teatri

Caserme

OGGETTI

Oggetti di pregio cultur.

Ferrovia Autost. SS Sp

Strade

Locali

ELEMENTI VULNERABILI

RETI

Reti di servizio

RESIDENZA

INDUSTRIA COMMERCIO

AREE INTERESSATE

SPAZI PUBBLICI

POPOLAZIONE TOTALE min/max A cura del Comune STIMA

POPOLAZIONE INTERESSATA DA EVENTO POPOLAZIONE NON

AUTOSUFFICIEN TE min/max A cura del Comune

SScchheeddee ddii RRiisscchhiioo ppeerr CCoommuunnee oo GGrruuppppoo ddii CCoommuunnii COM 15 Monza

CORSO D’ACQUA PERIODI DELL’ANNO PIU’ A RISCHIO

TIPO DI EVENTO PIU’ FREQUENTE MAX EVENTO ATTESO

INTERVENTI, OPERE DI DIFESA IDRAULICA REALIZZATE NEGLI ANNI

Rottura forzata argini Parco di Monza Anno ? LAMBRO AUTUNNO VEDI FASCIA A PAI? VEDI FASCIA C PAI?

Annegamento, Dispersi, Feriti, Sfollati

Allagamenti abitazioni soprattutto di scantinati e piani inferiori

Danni strutturali ai ponti, crolli

Allagamenti Strade, ferrovia ed interruzioni

Danni alla manifattura, ai prodotti e agli impianti

Allagamenti servizi pubblici, scuole, ospedale

Danni al patrimonio storico culturale, chiese D

ANNI PRINCIPALI SUBITI

DURANTE EVENTI PASSATI

Interruzione Reti servizi

Scuole Ospedali Centri Comm. Case Riposo Stazioni

Biblioteche

Cinema-Teatri

Caserme

OGGETTI

Oggetti di pregio cultur.

Ferrovia Autost. SS Sp

Strade

Locali

ELEMENTI VULNERABILI

RETI

Reti di servizio

RESIDENZA

INDUSTRIA COMMERCIO

AREE INTERESSATE

SPAZI PUBBLICI

POPOLAZIONE TOTALE min/max A cura del Comune STIMA

POPOLAZIONE INTERESSATA DA EVENTO POPOLAZIONE NON

AUTOSUFFICIEN TE min/max A cura del Comune

PPiiaanniiffiiccaazziioonnee ee GGeessttiioonnee ddeellll’’EEmmeerrggeennzzaa

ISTITUZIONI ED ATTORI PREPOSTI FASE FUNZIONE ISTITUZIONE ATTORE

AZIONI STRUMENTI DI SUPPORTO

COMUNE, ASL ASL, ANAGRAFE COMUNALE

CENSIMENTO ED AGGIORNAMENTO DELLA POPOLAZIONE NON AUTOSUFFICIENTE PRESENTE NELLE AREE A RISCHIO:UTENTI SAD(Servizio Assistenza Domiciliare – fonte Comune), DIALIZZATI, DISABILI, ANZIANI E BAMBINI,..

ELENCHI ASL

SINDACO E TECNICI COMUN.

VIGILARE SU ATTIVITA’ URBANISTICA AL FINE DI ASSICURARE COMPATIBILITA’ TRA AREE A RISCHIO IDROGEOLOGICO ED ALTRE FORME DI UTILIZZO DEL TERRITORIO

PAI, PROGRAMMA PROV. PREVISIONE E PREVENZIONE, ARCHIVI STORICI ESONDAZIONI

TECNICI INDIVIDUARE AREE DI ATTESA E DI RICOVERO DELLA POPOLAZIONE IN LUOGHI SICURI(1) PIANO DI EMERGENZA COMUNALE

TECNICI, ALLEVATORI CENSIRE GLI ALLEVAMENTI DI BESTIAME , IDENTIFICARNE I PROPRIETARI E INDIVIDUARE DOVE E COME SPOSTARE I CAPI IN CASO DI NECESSITA’

TECNICI INDIVIDUAZIONE RETI SOTTERRANEE E LINEE AEREE ENEL, DISTRIBUZIONE GAS, ACQUEDOTTO , TELECOM, OLEODOTTI, FOGNATURA COMPLETE DI LOCALIZZAZIONE CABINE DI TRAFORMAZIONE

PROGRAMMA PROVINCIALE, CARTOGRAFIE ENTI GESTORI

TECNICI, POLIZIA LOCALE INDIVIDUAZIONE DEI PERCORSI DI ACCESSO ALTERNATIVO PER LE AREE A RISCHIO ALLAGAMENTI

ADDETTI COMUNE, ENTI-ASSOCIAZIONI CULTURALI

CENSIMENTO BENI ARTISTICO-CULTURALI A RISCHIO (SITI ARCHEOLOGICI,OPERE D’ARTE, LIBRI, ARCHIVI STORICI, ETC.) e PREDISPOSIZIONE DI SQUADRE PER MESSA IN SICUREZZA DEI BENI

REGIONE LOMBARDIA (DIREZIONE GENERALE CULTURA – BENI CULTURALI); PROVINCIA: PTCP

PIANIFICAZIONE E CONOSCENZA DEL PROPRIO TERRITORIO

COMUNE

COMUNE, VOLONTARI PC

CAMPAGNE INFORMATIVE ALLA POPOLAZIONE SUL RISCHIO DI ESONDAZIONE COMPRENDENTE: - L’INFORMAZION SUL SISTEMA PROTEZIONE CIVILE ; - L’INFORMAZIONE SUL TIPO DI RISCHIO LOCALE; - L’INFORMAZIONE SU COME VERRANNO VEICOLATE LE INFORMAZIONI IN STATO DI ALLARME/ EMERGENZA; - L’INFORMAZIONE SUI COMPORTAMENTAMENTI DA ADOTTARE IN CASO DI CALAMITA’.

PERCORSI FORMATIVI SPECIFICI RIVOLTI ALLE SCUOLE

PIANO PROVINCIALE, OPUSCOLI REGIONALI

TECNICI MAGISTRATO PO – REGIONE - PROVINCIA, POLIZIA LOCALE, ASSOC. VOLONTARI

RICOGNIZIONE PERIODICA DEI CORSI D’ACQUA E DELLE AREE A RISCHIO

DITTE APPALTATE REALIZZAZIONE OPERE DI DIFESA IDRAULICA CON NULLAOSTA ENTE COMPETENTE CORSO D’ACQUA

MANUTENZIONE DI FIUME E TORRENTI (SPONDE –ALVEO)

PREVENZIONE DANNI

MAGISTRATO PO, REGIONE, PROVINCIA, COMUNE, CONSORZI PRIVATI(2)

MAGISTRATO PO, REGIONE, COMUNE – DITTE APPALTO, VOLONTARI P.C

PULIZIA - MANUTENZIONE TOMBINI, POZZETTI CANALI ETC.

SINDACO DEFINIZIONE DEL ROC (REFERENTE OPERATIVO COMUNALE) REPERIBILITA’ 24H

SINDACO ATTIVAZIONE CONTRATTI SERVIZI METEO

SINDACO DEFINIZIONE DEI COMPONENTI UNITA’ DI CRISI E DEI RESPONSABILI DELLE FUNZIONI DI SUPPORTO COMUNALI (7)

COMUNE DEFINIZIONE RESPONSABILI DI FUNZIONI COMUNALE

COMUNE PREDISPORRE SISTEMA DI ALLERTAMENTO DELLE IMPRESE LOCALIZZATE IN AREE DI ESONDAZIONE

TECNICI DEL COMUNE STILARE PROTOCOLLI DI INTESA CON ENTI E/ O PRIVATI:

- GESTORI DELLE RETI UTENZE PER GESTIONE EMERGENZA; - GESTORI LINEE TRASPORTO PUBBLICO URBANO/ INTERURBANO PER FORNIRE MEZZI D’ EVACUAZIONE;

SINDACO IDENTIFICARE UNICO RESPONSABILE –ADDETTO STAMPA/ COMUNICAZIONE/ INFORMAZIONE POPOLAZIONE- (SINDACO O IL ROC)

DIRETTIVE REGIONALE PIANIFICAZIONE EMERGENZA

ORGANIZZATIVA COMUNE

TECNICI DEL COMUNE AGGIORNAMENTO DEGLI ELENCHI CON I NUMERI UTILI DI REPERIBILITA’(3)

TECNICI COMUNALI/ VOLONTARI

APPROVVIGIONAMENTO – REVISIONE PERIODICA RISORSE, ATTREZZATURE , MATERIALI(5)PRESSO MAGAZZINO COMUNALE O PRESSO LOCALI DEI VOLONTARI PC

PREDISPOSIZIONE DEL CENTRO OPERATIVO COMUNALE, SEDE DALLA QUALE GESTIRE L’EMERGENZA(4)

TECNICI RADIO INSTALLAZIONE DI POSTAZIONE RADIO PER COMUNICARE IN FASE OPERATIVA COMUNE

TECNICI COMUNALI INSTALLAZIONE PRESSO I MANUFATTI IN ALVEO DI ASTE GRADUATE O INDICAZIONE TACCHE PER CONTROLLO DIRETTO DEL LIVELLO DEL FIUME

PIANO DI EMERGENZA COMUNALE

MAGISTRATO PO, REGIONE, PROVINCIA, COMUNE, CONSORZI PRIVATI(2)

TECNICI, VOLONTARI PC TENERE AGGIORNATO L’ELENCO DELLE CAVE O DITTE EDILI LOCALI CHE HANNO DISPONIBILITA’ DI SABBIA E DI MEZZI PER TRASPORTARLA

TECNICI, VOLONTARI PC ELENCO DEI PROPRIETARI DI RUSPE, PALE MECCANICHE E CAMION E COMUNE

TECNICI, VOLONTARI PC SAPERE DOVE E COME REPERIRE: BRANDINE, COPERTE, MATERASSI

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ADDETTI ALLA SICUREZZA AZIENDA

PREDISPORRE DEI PIANI DI SGOMBERO E DI MESSA IN SICUREZZA DEGLI IMPIANTI , DEI MACCHINARI E DEI PRODOTTI

ISTITUZIONI ED ATTORI PREPOSTI FASE FUNZIONE

ISTITUZIONE ATTORE AZIONI COMPITI

CODIFICATI

PC REGIONALE FUNZIONARIO PC REGIONALE INVIA E REVOCA IL PREALLARME ALLE PREFETTURE E AL DIPARTIMENTO R

PREFETTURA FUNZIONARIO PREFETTURA

INVIA E REVOCA IL PREALLARME AI COMUNI E ALLE STRUTTURE DI PC R

SINDACO INFORMA I MEMBRI DELL’ UNITA’ DI CRISI LOCALE E LA STRUTTURA COMUNALE DI PC DELL’INVIO E DELLA REVOCA DEL PREALLARME DA PARTE DELLA PREFETTURA R

SINDACO PREDISPONE LA VERIFICA DELLE CONDIZIONI METEO E IL CONTROLLO DIRETTO DEL CORSO D’ACQUA R SINDACO COADIVATO DAL RESPONSABILE PER LA COMUNICAZIONE

1- TIENE INFORMATA LA PREFETTURA, LA PC REGIONALE E LA PROVINCIA SULL’ANDAMENTO DELLA SITUAZIONE E SULLE INIZIATIVE INTRAPRESE (COMUNICAZIONE INTERNA TRA GLI OPERATORI DEL SISTEMA SOCCORSO);

2- COMUNICAZIONE ALLA POPOLAZIONE , TRAMITE I MEDIA, SULLO STATO DI PREALLERME (COMUNICAZIONE ESTERNA) R

COMUNE

VERIFICA EVENTUALI MANIFESTAZIONI CON CONCENTRAZIONE DI PERSONE NELLE SUCCESSIVE 48 ORE AL FINE DI DISPORRE L’ANNULLAMENTO

ORGANIZZATIVA

PROVINCIA PREALLERTAMENTO DEL SERVIZIO PC E DEL SERVIZIO VIABILITA’ DELLA PROVINCIA ERSAF/ REGIONE LOMBARDIA TECNICI ERSAF DIRAMAZIONE BOLLETTINO-INFORMAZIONI METEO R SERVIZIO IDRICO PROVINCIA - CONSORZIO OLONA – CAMPO DEI FIORI – MAGISTRATO PO, REGIONE?

TECNICI E PERSONALE, STRUMENTAZIONE PER RILIEVO

RILIEVO E DIRAMAZIONE MISURE-ANDAMENTI IDROMETRICI SUPPORTO TECNICO

MONITORAGGIO CONSORZIO OLONA, POLIZIA LOCALE VOLONTARI PC, MAGISTRATO PO, CONSORZIO VILLORESI

POLIZIA LOCALE, TECNICI PRESPOSTI, VOLONTARI PC ADDESTRATI

RICOGNIZIONE E SEGNALAZIONE SITUAZIONI CRITICHE (CANTIERI IN ALVEO, SCAVI , IMPEDIMENTI AL DEFLUSSO ACQUE), MONITORAGGIO E CONTROLLO DIRETTO LUNGO IL CORSO D’ACQUA

VOLONTARI PC, COMUNE,

VOLONTARI PC PREPOSTI PREPARAZIONI UOMINI, MEZZI , ATTREZZATURE E MATERIALI RADIOAMATORI CON ABILITAZIONE

VERIFICA DEI SISTEMI DI COMUNICAZIONE-RADIOCOMUNICAZIONE

RESPONSABILE PER LA COMUNICAZIONE VOLONTARI PC PREPOSTI

ATTREZZARE UN’AREA PER L’ACCOGLIENZA DEI RAPPRESENTANTI DEI MEDIA LOCALI, REGIONALI E NAZIONALI;

B =

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TECNICO LOGISTICA

- MATERIALI E

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ISTITUZIONI ED ATTORI PREPOSTI FASE FUNZIONE

ISTITUZIONE ATTORE AZIONI

COMPITI CODIFICATI

PREFETTURA/REGIONE

PC REGIONALE FUNZIONARIO PC REGIONALE

INVIA E REVOCA L’ ALLARME ALLE PREFETTURE E AL DIPARTIMENTO DI PC R FUNZIONARIO PREFETTURA

INVIA E REVOCA L’ ALLARME AI COMUNI E ALLE STRUTTURE DI PC PREFETTURA

PREFETTO CONVOCA IL CCS R SINDACO

ATTIVA L’UNITA’ DI CRISI LOCALE E LE STRUTTURE OPERATIVE LOCALI DI PC: IL PERSONALE E I MEZZI DEI SERVIZI MUNICIPALI E DELLE AZIENDE MUNICIPALIZZATE E I VOLONTARI DI PC P,R

SINDACO PREDISPONE IL CONTROLLO DELLE ZONE A RISCHIO PER SEGUIRE L’EVOLUZIONE DEGLI EVENTI SUL PROPRIO TERRITORIO BASATO SU TURNAZONI H 24 R

SINDACO ORDINANZA DI DIVIETO DI CIRCOLAZIONE A UOMINI E MEZZI IN ZONE A RISCHIO P,R SINDACO ORDINANZA DI EVACUAZIONE DI EDIFICI A RISCHIO (TRA CUI LE SCUOLE) R

SINDACO CON IL SUPPORTO DEL RESPONSABILE DELLA COMUNICAZIONE

TIENE INFORMATA LA PREFETTURA, LA PC REGIONALE, LA PROVINCIA E IL DIPARTIMENTO DI PC SULL’ANDAMENTO DELLA SITUAZIONE E SULLE INIZIATIVE INTRAPRESE DIRAMA I MESSAGGI INFORMATIVI PER LA POPOLAZIONE RESIDENTE ACCREDITA I GIORNALISTI PERVENUTI ORGANIZZA LE VISITE DEI GIORNALISTI SUI LUOGHI DELL’EVENTO GESTISCE LE INTERVISTE ALLA POPOLAZIONE ASSICURANDO IL DIRITTO ALLA PRIVACY DI CHI NON VUOLE ESSERE INTERVISTATO

R

SINDACO, ROC ALLERTA I GESTORI DEI SERVIZI ESSENZIALI (ELETTRICITA’, GAS , ACQUA)

COMUNE

SINDACO DISPONE LA REVOCA DELL’ALLARME IN CASO DI CESSATO PERICOLO R

ORGANIZZATIVA

MAGISTRATO PO FUNZIONARIO MAGISTRATO PO

ATTIVA IL SERVIZIO DI SORVEGLIANZA P

COMUNE, MAGISTRATO PO, REGIONE

POLIZIA LOCALE, TECNICI PRESPOSTI, VOLONTARI PC ADDESTRATI

CONTROLLO DIRETTO DEI LIVELLI DEI CORSI D’ACQUA: VIGILANZA DELLE ARGINATURE E DEI MANUFATTI P

MAGISTRATO PO, COMUNE, REGIONE

IMPRESE APPALTATE, VVF APPRONTANO INTERVENTI NECESSARI ALLA SALVAGUARDIA DELLE OPERE DI CONTENIMENTO PER CORSI DI PROPRIA COMPETENZA

POLIZIA LOCALE: AUTO CON AUTOPARLANTI –SIRENE, CAMPANE, RADIO E TV LOCALI

DIRAMAZIONE DI AVVISI E NOTIZIE CHIARE: ES. ATTEGGIAMENTI PRECAUZIONALI, INIZIO EVACUAZIONE (RIVOLTO AI RESIDENTI, AZIENDE AGRICOLE, INDUSTRIE, ETC.) P

VOLONTARI PC, TECNICI E MEZZI COMUNALI, MEZZI CAVE

TRASPORTO NEI PUNTI CRITICI DEI MATERIALI(SACCHI, SABBIA E PALE), POSIZIONAMENTO DEI SACCHI DI SABBIA E COSTRUZIONE DELLE ARGINATURE

COMUNE

POLIZIA LOCALE, POLIZIA STRADALE

PREDISPOSIZIONE LIMITAZIONE DEI PARCHEGGI/ CIRCOLAZIONE LUNGO LE STRADE A RISCHIO

PROVINCIA, COMUNE, FORZE DELL’ORDINE*

TECNICI SETTORE VIABILITA’ PROVINCIA, VIGILI URBANI, CARABINIERI, POLIZIA

ATTUANO DISPOSIZIONI IN AMBITO STRADALE (CHIUSURA PONTI – PASSAGGI CRITICI, PREDISPOSIZIONE CANCELLI E PERCORSI ALTERNATIVI) PER LE STRADE DI PORPRIA COMPETENZA ATTE A SALVAGUARDARE L’INCOLUMITA’ DELLE PERSONE

SERVIZIO IDRICO PROVINCIA - CONSORZIO OLONA – CAMPO DEI FIORI – MAGISTRATO PO …

RILIEVO E DIRAMAZIONE DI MISURE-ANDAMENTI IDROMETRICI

VVF , FORZE DELL’ORDINE, VOLONTARI PC,118

FORZE DELL’ORDINE, VVF, VOLONTARI OPERAZIONI DI EVACUAZIONE DA EDIFICI A RISCHIO

ENTI GESTORI BENI ARITISTICI/ CULTURALI

VOLONTARI PC MESSA IN SICUREZZA DEI BENI CULTURALI CENSITI A RISCHIO

TECNICO OPERATIVA

AZIENDE MESSA IN SICUREZZA DEGLI IMPIANTI PRODUTTIVI: APPLICAZIONE PIANI INTERNI ?

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MONITORAGGIO ERSAF/ REGIONE LOMBARDIA›PREFETTURA

AGGIORNAMENTO BOLLETTINO-INFORMAZIONI METEO R

ISTITUZIONI ED ATTORI PREPOSTI FASE FUNZIONE ISTITUZIONE ATTORE

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SINDACO VERIFICA LA PORTATA DEL FENOMENO E DA’ IMMEDIATA COMUNICAZIONE DELL’EVENTO AL PREFETTO E AL PRESIDENTE DELLA GIUNTA REGIONALE P

SINDACO ATTIVA, IN CASO DI MANCATO ALLARME, L’UNITA’ DI CRISI LOCALE E LE STRUTTURE OPERATIVE LOCALI DI PC: IL PERSONALE E I MEZZI DEI SERVIZI MUNICIPALI E DELLE AZIENDE MUNICIPALIZZATE E I VOLONTARI DI PC R

SINDACO RICHIEDE AL PREFETTO IL CONCORSO DI PERSONALE E MEZZI OVE LA SITUAZIONE LOCALE FACCIA RITENERE CHE CI SIANO MEZZI E PERSONALE INSUFFICIENTI P

SINDACO EMETTE L’ORDINANZA DI EVACUAZIONE PER LE ZONE COLPITE E PER QUELLE A RISCHIO COMUNE, DIRIGENTI SCOLASTICI?

SOSPENDE LE ATTIVITA’ SCOLASTICHE PER GLI ISTITUTI A RISCHIO COMUNE

SINDACO, ADDETTO STAMPA?

TIENE INFORMATA LA PREFETTURA, LA PC REGIONALE, LA PROVINCIA E IL DIPARTIMENTO DI PC SULL’ANDAMENTO DELLA SITUAZIONE E SULLE INIZIATIVE INTRAPRESE DIRAMA I MESSAGGI INFORMATIVI PER LA POPOLAZIONE RESIDENTE ACCREDITA I GIORNALISTI PERVENUTI ORGANIZZA LE VISITE DEI GIORNALISTI SUI LUOGHI DELL’EVENTO GESTISCE LE INTERVISTE ALLA POPOLAZIONE ASSICURANDO IL DIRITTO ALLA PRIVACY DI CHI NON VUOLE ESSERE INTERVISTATO-

ORGANIZZATIVA

ASL RESPONSABILE ALLERTA LE STRUTTURE SANITARIE CHE POTREBBERO ESSERE IMPIEGATE IN RAGIONE DELL’ENTITA’ DELL’EMERGENZA P

How general scenarios have been drawn?How general scenarios have been drawn?

Looking at past experience

On the ground of hazards and vulnerability levels in the area

Milano Bellusco 09/04/1998 precipitazioni infrastrutture di trasporto

Milano Cassano d'Adda 13/07/1998 precipitazioni infrastrutture di trasporto

Milano Lainate 09/03/1998 precipitazioni infrastrutture di servizio

Milano Lainate 09/03/1998 precipitazioni infrastrutture di trasporto

MilanoRobecchetto con Induno

06/06/1998 precipitazioni abitazioni

MilanoRobecchetto con Induno

06/06/1998 precipitazioni abitazioni

MilanoRobecchetto con Induno

06/06/1998 precipitazioni abitazioni

MilanoRobecchetto con Induno

06/06/1998 precipitazioni abitazioni

MilanoRobecchetto con Induno

06/06/1998 precipitazioni abitazioni

MilanoRobecchetto con Induno

06/06/1998 precipitazioni abitazioni

Causa Bene danneggiatoProvincia Comune Data

For each scenario the following factors have been assessed

possible damage

damaged areas

actions to be taken

available resources

For each general scenario the following elements For each general scenario the following elements have been left away:have been left away: areas to be assessed by the local level of government

SScchheeddee ddii RRiisscchhiioo ppeerr CCoommuunnee oo GGrruuppppoo ddii CCoommuunnii COM 15 Monza

CORSO D’ACQUA PERIODI DELL’ANNO PIU’ A RISCHIO

TIPO DI EVENTO PIU’ FREQUENTE

LAMBRO AUTUNNO VEDI FASCIA A PAI?

Annegamento, Dispersi, Feriti, Sfollati

Allagamenti abitazioni soprattutto di scantinati e piani inferiori

Danni strutturali ai ponti, crolli

Allagamenti Strade, ferrovia ed interruzioni

Danni alla manifattura, ai prodotti e agli impianti

Allagamenti servizi pubblici, scuole, ospedale

Danni al patrimonio storico culturale, chiese D

ANNI PRINCIPALI SUBITI

DURANTE EVENTI PASSATI

Interruzione Reti servizi

Scuole Ospedali Centri Comm. Case Riposo Stazioni

Biblioteche

Cinema-Teatri

Caserme

OGGETTI

Oggetti di pregio cultur.

Ferrovia Autost. SS Sp

Strade

Locali

ELEMENTI VULNERABILI

RETI

Reti di servizio

RESIDENZA

INDUSTRIA COMMERCIO

AREE INTERESSATE

SPAZI PUBBLICI

POPOLAZIONE TOTALE min/max A cura del Comune STIMA

POPOLAZIONE INTERESSATA DA EVENTO POPOLAZIONE NON

AUTOSUFFICIEN TE min/max A cura del Comune

Available resources and those still neededAvailable resources and those still needed

TOT. 19 Caserme TOT. Approx.: 780

unità

1 Comando Provinciale

Milano, via Messina, 40 (Nucleo Petrolchimico + Nucleo

sommozzatori)

10 Distaccamenti con personale

permanente

Milano: 4; Monza, Desio, Seregno, Sesto San Giovanni,

Legnano, Gorgonzola: 1

1 Distaccamento aeroportuale

Milano: Aeroporto Forlanini

7 Distaccamenti con personale volontario

400 unità volontarie

Milano: 3; Seregno, Carate Brianza, Inveruno, Corbetta,

Abbiategrasso, Lissone, Magenta: 1

VVF (Risorse attivabili da fuori Provincia)

15 Caserme121 VVF permanenti,

134 VVF volontari

Bergamo, Romano Lombardia, Treviglio, Pavia, Vigevano, Lodi, S. S. Lodigiano, Crema, Cantù, Erba, Lomazzo, Lecco, Merate,

Busto/ Gallarate, Saronno

115

5 Autobotti (ABP); 18 Autopompa serbatoio (APS); 5 Autoscala (AS); 1

Autogru (AG); 4 Autologistico (AF/ POL), Altre risorse, 1 elicottero

Presenza assicurata di almeno 128 unità

professionistiche permanenti

115

11 Autobotti (ABP); 20 Auto Pompa Serbatoio (APS); 6 Autoscala (AS); 2 Autogru (AG); 1 Automezzo Rapido

Intervento (ARI); 3 Autoidroschiuma; 1 Carroschiuma; 1 Carro Nucleo

Petrolchimico (NPC); 2 Carro Soccorso; 7 Fiamma; 1 Mezzo anfibio; 13 Natanti; 17

Pompe idrovore; 4 Ruspe; 1 Gruppo elettrogeno; 934 Maschere di protezione

- filtri - bombole; 686 Tute di protezione; 73 Rilevatori di sostanze e

sonde; 118 Dosimetri; 1 Stazione metereologica campale; 27 Cartelli

segnaletici; 1 Termocamena portatile; 2 Telepinze; 2 Pozzetti di trasporto; 1 Settrometria gamma; 1 Catena beta

completa

QUADRO STRUTTURE - CASERME

VVF (Risorse sul territorio provinciale)

ENTE di PROTEZIONE CIVILE

PERSONALE SEDE DOTAZIONE ENTETELEFONO

Available resources and those still neededAvailable resources and those still needed

Some conclusionsSome conclusions

a.a. Useful to have an external observerUseful to have an external observer

b.b. Build a local know-how for the next emergency and study with Build a local know-how for the next emergency and study with the local authorities and people opportunities for the local authorities and people opportunities for reconstructionreconstruction

c.c. Bring home: crucial needed information, Bring home: crucial needed information, data on direct, indirect, secondary damage, data on direct, indirect, secondary damage, we really need it!we really need it!

Responseto crisis

financial resourcesinvested, people employed

impact 1 10 100 500 time in

weeksemergency first recovery reconstruction advanced reconstruction

Bibliographical referencesBibliographical referencesDe Marchi B., Funtowicz S. e Ravetz J., The management of uncertainty in the communication of major hazards, Joint research Centre of Ispra, EUR 15268, 1993. De Marchi B. e Ravetz J.R., Risk Management and Governance: A Post-normal Science Approach, in “Futures”, 31,7. De Marchi B., Review of chemical emergencies management in the EU Member states, Institute for Systems Engineering and Informatics, Joint Research Centre, European Commission, EUR 16421 EN, Ispra, 1996. 

Guilhou X e P. Lagadec, La fin du risque zéro, Les Èchos, Eyrolles Editeur, Paris, 2002.

Lagadec P., Etats d’urgence. Defaillance technologiques et déstabilisation sociale, Seuil, Parigi, 1988. Lagadec P., Crisis Management. Come affrontare e gestire emergenze e imprevisti, Franco Angeli, Milano, 1994. Lagadec P., Cellules de crise. Les conditions d’une conduite efficace, Les Èditions d’Organisations, Paris, 1995.

Murakami Haruki, Murakami Haruki, UndergroundUnderground, 1997, 1997

Roux-Dufort C., La gestione de crise. Un enjeu stratégique pour les organisations , DeBoek Université, Paris-Bruxelles, 2000.

 S. Schneider, Flirting with disaster Public Management in crisis situations, M.E. Sharpe, New York, London, 1995

Simulation exerciseSimulation exercise

EventEvent

It is 17:07 pmIt is 17:07 pm

You are attending a class You are attending a class at the university when a siren at the university when a siren announces that a heavy announces that a heavy Indundation of the city will Indundation of the city will occur in the next hours mainly occur in the next hours mainly coming from the lake. You arecoming from the lake. You areasked to contribute to the emergencyasked to contribute to the emergencymanagement at the universitymanagement at the university

Simulation exerciseSimulation exercise

TaskTask

You are asked by the Politecnico di Milano to help in You are asked by the Politecnico di Milano to help in the emergency management activities. the emergency management activities.

What do you do? Discuss with your colleagues and What do you do? Discuss with your colleagues and write down the first 10 things you would do, write down the first 10 things you would do, defining who is responbile for each activitydefining who is responbile for each activity

Simulation exerciseSimulation exerciseTeam workTeam work

You work with your group trying to obtain the best, You work with your group trying to obtain the best, possibly developing event and response scenariospossibly developing event and response scenarios

One component of your team will take note of what One component of your team will take note of what the group is doing and will present your work in thethe group is doing and will present your work in thedebriefingdebriefing

Simulation exerciseSimulation exercise

Questions:Questions:

1.1. With whom do you communicate?With whom do you communicate?2.2. How do you get information?How do you get information?3.3. What do you do upon the information you What do you do upon the information you

received?received?4.4. How do you organise your activities?How do you organise your activities?

Simulation exerciseSimulation exercise

Problem !!!!Problem !!!!

After 15 minutes you receive a telephone call:After 15 minutes you receive a telephone call:““the room at the University you are in is not safe: you the room at the University you are in is not safe: you

should immediately abandon itshould immediately abandon it””

1.1. Who was calling?Who was calling?2.2. How do you react?How do you react?3.3. What do you decide to do?What do you decide to do?

Simulation exerciseSimulation exercise

Problem !!!!Problem !!!!

One of your officer enter in the room where you are and tellsOne of your officer enter in the room where you are and tellsyou what the local you what the local TV is passing as an information:TV is passing as an information:

1.1. People rush away from their houses and People rush away from their houses and complain nobody complain nobody is taking care of them is taking care of them and they do not know what to doand they do not know what to do

2.2. There are There are romours about toxic materialsromours about toxic materials washed away by washed away by inundating water and potentially affecting drinkable water inundating water and potentially affecting drinkable water in the cityin the city

1.1. What do you do?What do you do?2. What do you decide to do?2. What do you decide to do?