oecd strategic crisis management workshop, presentation by dr. miriam haritz

3rd OECD Workshop on Strategic Crisis Management Geneva, 12 June 2014

Panel 1: Transboundary Crisis Management Exercises

“Germany: Lessons from 10 Years of LÜKEX Strategic Exercise Series”

Dr. Miriam Haritz, Federal Office of Civil Protection and Disaster Assistance

Police Armed Forces

Secret Service

Actors in Civil

Protection

Private Operators of Critical

Infra- structures

Comprehensive Safety and Security System in Germany

Risk and Crisis Management for Societal Prevention and Protection

Comprehensive Safety and Security Approach

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r act

ors

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Presenter

Presentation Notes

State actors + private operators plus other actors (civil society, NGOs, media…) BBK as an independent agency in the portfolio of the Ministry of the Interior Das Säulenmodell verdeutlicht, dass erst durch ein koordiniertes Zusammenspiel zwischen allen involvierten staatlichen und nichtstaatlichen Akteuren ein gesamtgesellschaftliches Sicherheitssystem tragfähig und im Ernstfall belastbar sein kann. Das nationale Sicherheitssystem (s. BBK-Glossar 2011), in dem die Primärzuständigkeit für die polizeiliche, militärische und nichtpolizeiliche Gefahrenabwehr beim Staat liegt, besteht aus den vier Säulen -Polizeien von Bund und Ländern, -der Bundeswehr, -den Nachrichtendiensten (BND, BfV) und -den Akteuren im Bevölkerungsschutz (BBK, THW, Länder, private Hilfsorganisationen, Feuerwehren), Unter dem gesamtgesellschaftlichen Ansatz betrachtet, zählen jedoch auch die private Wirtschaft und KRITIS-Betreiber zu den Akteuren im Sicherheitssystem, so dass sie als fünfte Säule hinzugefügt werden ( als besondere politische Botschaft zu transportieren) und wir nun von einem „gesamtgesellschaftlichen Sicherheitssystem“ sprechen (vgl. auch „Sicherheit, vernetzte“, BBK-Glossar 2011) Hinzu kommt die Einbindung von „Weiteren Akteure“, z.B. Medien, selbsthilfefähige Bevölkerung, etc., die aber nicht direkt den 5 Säulen zugeordnet werden können. Der dargestellte Sockel „Risiko- und Krisenmanagement zur gesamtgesellschaftlichen Sicherheitsvorsorge“ (BBK-Glossar 2011) ist als permanente gemeinsame Daueraufgabe der dargestellten 5 Säulen und Weiterer Akteure zu verstehen und bildet gleichzeitig auch das Fundament des gesamtgesellschaftlichen Sicherheitssystems.

The German Perspective on Strategic Exercises

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The term „Strategic Exercise“ refers to comprehensive exercises at strategic level (e. g. cross- ministerial crisis staff, political-administrative staff, cross-sector management staff etc.) It aims at

• improving the integrated ability to react to crises in extreme threat and danger situations (crisis situations) and

• developing a comprehensive coordination and decision-making culture in organisations of the public as well as in the private sector.

Guidelines for Strategic Crisis Management exercises, 1st edition

Länder departments

Federal authorities

Authorities of

the Länder

Federal departments

Critical infrastructure

providers

Science, research

Relief organisations

Strategic Exercise

International references

Exercising = Learning the language of crisis management

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Presenter

Presentation Notes

Thinking the unthinkable (Taleb‘s The Black Swan = The impact of the highly improbable) Exercise the unthinkable!

Philosophy of LÜKEX

Focus: strategic crisis management

Integrated societal approach, pluralistic platform Crisis scenario affecting several Laender at once Including the private sector of critical infrastructures Creating networks and contacts, pooling competencies and

expertise, lasting beyond each exercise cycle Involvement of high level (political) decision makers Raising awareness for risk and crisis communication

as an integral part of strategic crisis management Aim: Improving cross-sectoral crisis manage-ment on national level through exercises

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Presenter

Presentation Notes

KNOW YOUR FRIENDS BEFORE YOU NEED THEM!!!

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two-year project

Awareness of decision makers

Networking of security personnel

Promoting an exercise culture

Testing concepts and structures

Unfolding tacit knowledge ...

Knowledge transfer

Transmitting standards

Qualitative risk assessment

1st day of exercise

2nd day of exercise

The Iceberg Principle

Identify new (international) actors

• Exercise Topic

• Exercise Framework

• Rough Scenario

• Political Decision

• Project Organisation

Planning Preparation Execution Evaluation

6-8 months 9-11 months 2-3 months 4-5 months

• Iterative Scenario Development

• Sucessive Exercise Participation

• Involving Expertise

• Script Work

• Main Exercise Control

• Media Pre-Production

• Preparing Evaluation

• Pre-Table Top

• Observer Concept

• Question- naires

• Exercise Week

• Hot Wash Up

• Final Report

• Lessons Learnt

• Political Recommen- dations

Impl

emen

tatio

n

Science

~ 24 Months of Exercise Cycle

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5

LÜKEX Topics 2004 2005

2009

/10

Black out Threat to large scale events e. g. Soccer World Championship

CB

RN

2013 Biolog. Threats & Food Safety

2015 Storm Surge

North Sea ?

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Presenter

Presentation Notes

Since 2004, five LÜKEX-exercises for the crisis staff of the Federal Government and the crisis staffs of the Laender Governments have taken place in the Federal Republic of Germany. LÜKEX raises awareness with policy makers and crisis managers for possibly devastating scenarios LÜKEX addresses all sectors of crisis management by involving different participants in each cycle LÜKEX makes actors in crisis management feel more familiar with scenario-specific procedures and points of contact

DG SANCO - RASFF

ERCC

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Growing International Involvement: LÜKEX 13

Municipality

Land Federal state

EU + International

Healthcare

Security

Protection of consumers‘ health

Presenter

Presentation Notes

Extraordinary biological threats scenario: intentional infliction of toxins and biological pathogens and thus affects actors within the healthcare, health-related consumer protection and public security sector � 3 „Intensively exercising Laender“ 6 „Exercising Länder“ companies and unions of the food sector (1st time 1 intensively exercising food company!) 6 Federal departments (mainly Health, Interior. Consumer Protection) 16 Federal authorities 9 Laender departments 5 Relief organizations/ THW 1 Embassy 4 European/ international organizations: WHO - IFOSAN EFSA ECDC DG SANCO EU COM (RASFF) The Global Health Security Initiative (GHSI) is an informal, international partnership among like-minded countries to strengthen health preparedness and response globally to threats of biological, chemical, radio-nuclear terrorism (CBRN) and pandemic influenza. This Initiative was launched in November 2001 by Canada, the European Union, France, Germany, Italy, Japan, Mexico, the United Kingdom and the United States. The World Health Organization serves as an expert advisor to the GHSI. The GHSI was envisaged as an informal group to fill a gap for like-minded countries to address health issues of the day, such as global health security. The Initiative was not intended to replace, overlap or duplicate existing fora or networks.

HH

HE

NI

TH SN

MV

BB

BE

ST

BY

RP

BW

Designated National and International Actors LÜKEX 15

NW

SH

SL

HB

Intensively exercising

Exercising

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Sturm-flut

Storm-vloed

Storm-flod

Ministries: Interior, Transportation and Defense Agencies: Meteorology, Civil Protection, Transport, Hydrography

Federal Level

- Transport / Traffic - Health - Administration - Power Supply - Meda

CI-Sector

Future Exercises (example)

HE

NI

TH SN

MV

BB

BE

ST

BY

RP

BW

NW

SH

SL

HB

HH

Erdbeben!

Séisme!

Erdbeben! Terremoto! Séisme!

Conclusion: LÜKEX…

• … represents a strategic platform in the field of civil protection and a milestone in developing a nation-wide exercise culture in Germany

• …is valued as an integral part of crisis management; often sector-

specific exercises are conducted by LÜKEX participants in the aftermath of LÜKEX exercises

• … reads as an awareness campaign for

political leaders in the field of strategic crisis management

• … can be considered a vehicle (and cross-cutting strategy) to integrate all relevant stakeholders and to initiate sustainable crisis prevention at political level as well as on working level

• … has developed into a nationally and internationally widely

recognized brand

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Presenter

Presentation Notes

How to define the success of strategic crisis management exercises? … when the exercise shows all have performed well? … when the exercise shows the flaws and mistakes? Neither nor and both: the process, the networking, know your friends before you need them!

Thank you for your attention!

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Dr. Miriam Haritz Head of Division I.6 - Interministerial and Interstate Crisis Management Exercises, LÜKEX Head of Federal Project Groups LÜKEX 2013 / 2015 Federal Office of Civil Protection and Disaster Assistance (BBK) Provinzialstr. 93, D-53127 Bonn Tel.: +49-(0)22899 550 5600 e-mail:[email protected] / [email protected] www.bbk.bund.de

mailto:[email protected]

mailto:[email protected]

http://www.bbk.bund.de

oecd strategic crisis management workshop, presentation by dr. miriam haritz

Government & Nonprofit

strategic exercises

language of crisis management

term strategic exercise

crisis communication

strategic level

day of exercise

months of exercise cycle

crosssectoral crisis