driver+ d952.11 dissemination and communication strategy ... · communication strategy and action...

This project has received funding from the European Union’s 7th Framework Programme for Research, Technological Development and Demonstration under Grant Agreement (GA) N° #607798

D952.11 – DISSEMINATION AND COMMUNICATION STRATEGY AND ACTION PLAN

SP95 - IMPACT, ENGAGEMENT AND SUSTAINABILITY NOVEMBER 2017 (M43)

DRIVER+ project D952.11 – Dissemination and Communication strategy and action plan November 2017 (M43)

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Project information

Project Acronym: DRIVER+

Project Full Title: Driving Innovation in Crisis Management for European Resilience

Grant Agreement: 607798

Project Duration: 72 months (May 2014 - April 2020)

Project Technical Coordinator: TNO

Contact: [email protected]

Deliverable information

Deliverable Status: Final

Deliverable Title: D952.11 – Dissemination and Communication strategy and action plan

Deliverable Nature: Report (R)

Dissemination Level: Public (PU)

Due Date: November 2017 (M43)

Submission Date: 29/12/2017

Sub-Project (SP): SP95 - Impact, Engagement and Sustainability

Work Package (WP): WP952 – Dissemination and Communication

Deliverable Leader: ARTTIC

Reviewers: Klaudia Tani (EOS) Marcel van Berlo (TNO) Tim Stelkens-Kobsch (DLR)

File Name: DRIVER+_D952.11_Dissemination and Communication strategy and action plan.docx

DISCLAIMER The opinion stated in this report reflects the opinion of the authors and not the opinion of the European Commission. All intellectual property rights are owned by the DRIVER+ consortium members and are protected by the applicable laws. Except where otherwise specified, all document contents are: “©DRIVER+ Project - All rights reserved”. Reproduction is not authorised without prior written agreement.

The commercial use of any information contained in this document may require a license from the owner of that information.

All DRIVER+ consortium members are also committed to publish accurate and up to date information and take the greatest care to do so. However, the DRIVER+ consortium members cannot accept liability for any inaccuracies or omissions nor do they accept liability for any direct, indirect, special, consequential or other losses or damages of any kind arising out of the use of this information.


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Revision Table

Issue Date Comment Author

V0.1 17/10/2017 Initial draft of the structure Stéphanie Albiero, ARTTIC SP95 Leader, WP952 leader

V0.2 19/10/2017 Feedback and comments on the initial draft

All T952.1 partners

V0.3 20/10/2017 Second draft of the structure Stéphanie Albiero, ARTTIC SP95 Leader, WP952 leader

V0.4 20/10/2017 24/10/2017

Teleconferences to discuss and agree on the final structure of the deliverable

All T952.1 partners

V0.5 20/10/2017 to 17/11/2017

Inputs to the overall document Stéphanie Albiero, ARTTIC, SP95 leader, WP 952 leader Michael Löscher, ARTTIC, External Cooperation Manager, WP912 leader Laura Birkman and Alexandra Schmidt, Ecorys, T953.1 leader Marie-Christine Bonnamour, Jean de Preter, Remi Gerlmini, PSCE Martha Bird, DRC Klaudia Tani and Elodie Reuge, EOS

V0.6 17/11/2017 Inputs to social and mass media strategy for the DRIVER + events

Rémi Gelmini, PSCE

V0.7 20/11/2017 Feedback and comments on the overall document

Martha Bird, DRC

V0.8 20/11/2017 Request sent to all partners to fill in the Dissemination and Communication capabilities file

Stéphanie Albiero, ARTTIC SP95 Leader, WP952 leader

V0.9 21/11/2017 Incorporated comment received from DRC

Stephanie Albiero, ARTTIC, SP95 leader, WP952 leader

V0.10 22/11/2017 First peer-review Klaudia Tani (EOS)

V0.11 25/11/2017 F2F meeting: Restructuring of the overall document to better reflect the engagement part of the strategy and collaborative editing of the document

Stephanie Albiero, ARTTIC, SP95 leader Michael Löscher, ARTTIC, External Cooperation Manager WP912 leader Rob Munro, Marion Bonlieu, ARTTIC Klaudia Tani, Elodie Reuge , EOS Rémi Gelmini, Jean de Preter, Marie-Christine Bonnamour, PSCE Laura Birkman, Alexandra Schmid Ecorys, T953.1 leader

V0.12 25/11/2017 to 29/11/2017

Inputs to section 1&2 Inputs to section 3 Inputs to section 4, 5 ,6,7

Stephanie Albiero, ARTTIC, SP95 leader Michael Löscher, ARTTIC, External Cooperation Manager WP912 leader Rob Munro, Marion Bonlieu, ARTTIC Klaudia Tani, Elodie Reuge , EOS Rémi Gelmini, Jean de Preter, Marie-Christine Bonnamour, PSCE Laura Birkman, Alexandra Schmid Ecorys, T953.1 leader


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Issue Date Comment Author

V0.13 30/11/2017 Incorporation of contributions received by partners

Stephanie Albiero, ARTTIC, SP95 leader

V0.14 01/12/2017 Inputs to section 4 Chiara Fonio, JRC, SP92 Leader Marcel van Berlo, TNO, SP91 Leader Stine Bergersen, PRIO, WP913 Leader Michael Löscher, ARTTIC, External Cooperation Manager WP912 leader

V0.15 01/12/2017 Inputs to section 3 Alexandra Schmid, Gabrielle op t Hoog, Ecorys,

V0.16 01/12/2017 Inclusion of all annexes Marion Bonlieu, ARTTIC

V0.17 06/12/2017 Inputs to section 8 Rémi Gelmini, PSCE

V0.18 06/12/2017 Inputs to section 4 Elodie Reuge, EOS

V0.19 06/12/2017 Revision of section 7 Elodie Reuge, EOS Rémi Gelmini, PSCE

V0.20 06/12/2017 Peer-review Tim Stelkens-Kobsch, DLR, Quality Manager, D952.11 one-time reviewer

V0.21 07/11/2017 Executive summary and inputs to section 6

Rob Munro, ARTTIC

V0.22 08/12/2017 Quality check Klaudia Tani, EOS, D952.11 main reviewer

V0.23 10/12/2017 Quality check Marcel van Berlo, Technical coordinator, SP91

V0.24 10/12/2017 to 12/12/2017

Comments addressed Rewriting of the Executive Summary, sections 2 and 8, improvement of sections 5 and 3

Stephanie Albiero, ARTTIC, SP95 leader Marion Bonlieu, ARTTIC Rémi Gelmini, PSCE Laura Birkman, Alexandra Schmid, Gabrielle op t Hoog, Ecorys, T953.1 leader

V0.25 18/12/2017 Quality check Klaudia Tani (EOS)

V0.26 18/12/2017 to 19/12/2017

Comments addressed Finalisation of section 3

Stephanie Albiero, ARTTIC, SP95 leader

V0.27 20/12/2017 Inputs to section 4 Denis Havlik, AIT, SP93 leader

V0.28 27/12/2017 Final check and approval for submission Tim Stelkens-Kobsch, Quality Manager (DLR)

V0.29 28/12/2017 Final check and approval for submission Peter Petiet, Project Director (TNO)

V1.0 29/12/2017 Submission to the EC Francisco Gala (ATOS)


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The DRIVER+ project

Current and future challenges due to increasingly severe consequences of natural disasters and terrorist threats require the development and uptake of innovative solutions that are addressing the operational needs of practitioners dealing with Crisis Management. DRIVER+ (Driving Innovation in Crisis Management for European Resilience) is a FP7 Crisis Management demonstration project aiming at improving the way capability development and innovation management is tackled. DRIVER+ has three main objectives:

1. Develop a pan-European Test-bed for Crisis Management capability development:

- Develop a common guidance methodology and tool (supporting Trials and the gathering of lessons learned

- Develop an infrastructure to create relevant environments, for enabling the trialling of new solutions and to explore and share CM capabilities

- Run Trials in order to assess the value of solutions addressing specific needs using guidance and infrastructure

- Ensure the sustainability of the pan-European Test-bed

2. Develop a well-balanced comprehensive Portfolio of Crisis Management Solutions:

- Facilitate the usage of the portfolio of solutions - Ensure the sustainability of the portfolio of tools

3. Facilitate a shared understanding of Crisis Management across Europe:

- Establish a common background - Cooperate with external partners in joint Trials - Disseminate project results

In order to achieve these objectives, five Subprojects (SPs) have been established. SP91 Project Management is devoted to consortium level project management, and it is also in charge of the alignment of DRIVER+ with external initiatives on crisis management for the benefit of DRIVER+ and its stakeholders. In DRIVER+, all activities related to SIA (from the former SP8 and SP9) are part of SP91 as well. SP92 Testbed will deliver a Guidance methodology and guidance tool supporting the design, conduct and analysis of Trials and will develop a reference implementation of the test-bed. It will also create the scenario simulation capability to support execution of the Trials. SP93 Solutions will deliver the Portfolio of Solutions (PoS) which is a database driven web site that documents all the available DRIVER+ solutions, as well as solutions from external organisations. Adapting solutions to fit the needs addressed in Trials will be done in SP93. SP94 Trials will organise four series of Trials as well as the final demo. SP95 Impact, Engagement and Sustainability, is in charge of communication and dissemination, and also addresses issues related to improving sustainability, market aspects of solutions, and standardisation. The DRIVER+ Trial and the Final Demonstration will benefit from the DRIVER+ Test-bed, providing the technological infrastructure, the necessary supporting methodology and adequate support tools to prepare, conduct and evaluate the Trial. All results from the trails will be stored and made available in the Portfolio of Solutions, being a central platform to present innovative solutions from consortium partners and third parties and to share experiences and best practices with respect to their application. In order to enhance the current European cooperation framework within the Crisis Management domain and to facilitate a shared understanding of Crisis Management across Europe, DRIVER+ will carry out a wide range of activities, whose most important will be to build and structure a dedicated Community of Practice in Crisis Management (CoPCM), thereby connecting and fostering the exchange on lessons learnt and best practices between Crisis Management practitioners as well as technological solution providers.


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Executive summary

The overarching objective of the DRIVER+ project is to improve the way capability development and innovation management are tackled, by testing and validating (in realistic environments) solutions that are addressing the operational needs of practitioners dealing with Crisis Management. The success of this project will greatly depend on an adequate, proactive and fruitful engagement approach with stakeholders. The potential benefits are multiple: increasing the project impact and relevance; facilitating the sustainability or exploitation of the outcomes by the stakeholders; obtaining endorsement, to name a few. Stakeholder engagement must be considered from the onset of the project and throughout. Therefore, the new phase of the project has been designed to take stakeholders’ perspectives on board in order to make its outcomes as useful and fit-for-purpose as possible, hence, contributing to their sustainability. The present deliverable aims at introducing the overall engagement approach that the DRIVER+ project will follow, which lays down the foundations of the Dissemination and Communication Strategy and related action plan. The main purpose of this document is to ensure that the project outputs and tangible outcomes are widely disseminated to the appropriate target audiences, at appropriate times along the project lifecycle, via appropriate tools and channels, and that those who can contribute to their development, evaluation, uptake and exploitation can be identified and encouraged to proactively interact with the project on a regular and systematic basis. The deliverable first considers the engagement process as a whole, presenting the most fundamental concepts and detailing the objectives for engaging with the Crisis Management environment (section 2). Such engagement process is very complex and has to take place at different levels and moments, with different stakeholders and through different mechanisms. This implies the need for a thorough mapping of the stakeholders, a detailed definition of key messages to be shared with the right stakeholders and the identification of tools currently available to interact with them (respectively described under sections 3, 4 and 5). It also requires taking into account when to use these tools and with which purpose. Therefore, relying on the improved knowledge of the previous elements, section 6 proposes a sequence of steps to follow for a successful engagement process. This document will also serve as a reference framework for evaluating the impact of communication and dissemination activities carried out until April 2020 and will be updated and adjusted as DRIVER+ progresses, also reflecting best practices and lessons learnt during the execution of the project. Therefore, section 7 details the monitoring tools and mechanisms that have been set-up to measure the impact of the Dissemination and Communication activities carried out, and to enable the early identification of any possible deviation that may occur when the strategy unfolds. Section 8 highlights the most important aspects of the deliverable. In addition, some recommendations to be implemented during and beyond the lifetime of the project are presented. Linked to the above, and in spite of its limited timeframe, the project ambition with regards to stakeholder engagement is also a long-term one: the building of an active Community of Practice in the field of Crisis Management that will be sustainable in the future will be supported through the Crisis Management Innovation Network Europe (CMINE). The engagement of policy makers, researchers, practitioners, industry representatives, and citizens in crisis management innovation is a key to reducing fragmentation, creating a shared understanding, and finding better solutions smarter and faster. Therefore, the CMINE, presented under section 3.2 of the present document and supported by the Online Community Platform, will constitute a crucial element of the DRIVER+ project by acting as an overarching body that will link and connect stakeholders dealing with Crisis Management and allow them to exchange on challenges at all levels of the crisis management cycle (preparedness, response, recovery, resilience). This will facilitate the implementation of policies and the uptake of research and innovation by practitioners and other end-users. Finally, it is to be noted that this deliverable should serve as a guideline to the Consortium for the Dissemination and Communication activities to be carried out in the context of the DRIVER+ project.


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Table of Content

1. Introduction ............................................................................................................................................ 13 1.1 The mission of DRIVER+ ................................................................................................................ 13 1.2 Scope of the document ................................................................................................................. 13 1.3 Addressing lessons learnt .............................................................................................................. 14 1.4 Structure of the document............................................................................................................ 15

2. Engaging with the Crisis Management ecosystem (Why?) ..................................................................... 17 2.1 Objectives for engaging ................................................................................................................. 17

2.1.1 General objectives for engaging ...................................................................................... 17 2.1.2 Objectives for engaging with the CM ecosystem ............................................................ 17 2.1.3 Objectives for engaging with the CM ecosystem in the framework of DRIVER+ ............ 18

2.2 Levels of engagement ................................................................................................................... 19 3. Stakeholder engagement and Community building (Who?)................................................................... 21

3.1 Stakeholders analysis .................................................................................................................... 21 3.1.1 The process ...................................................................................................................... 21 3.1.2 Step 1: Identification and categorisation of stakeholders .............................................. 22 3.1.3 Step 2: Analysis of stakeholder’s needs and scope ......................................................... 24 3.1.4 Step 3: Priority groups and stakeholders mapping ......................................................... 26

3.2 Building and conceptualising a Community of Practice: the Crisis Management Innovation Network Europe (CMINE) ........................................................................................................................ 30

3.2.1 The Online Community Platform ..................................................................................... 30 4. Key messages to identified stakeholders (What?) .................................................................................. 32 5. Dissemination and Communication tools and channels towards engagement (How?) ......................... 50

5.1 Dissemination tools and channels ................................................................................................ 50 5.1.1 Online Dissemination and interaction ............................................................................. 51 5.1.2 Offline Dissemination ...................................................................................................... 53 5.1.3 Dissemination via events ................................................................................................. 55 5.1.4 Cooperation with related projects and initiatives ........................................................... 57

5.2 Communication tools and channels .............................................................................................. 58 5.2.1 Project logo, visual identity and promotional material ................................................... 58 5.2.2 Project website ................................................................................................................ 59 5.2.3 Project videos .................................................................................................................. 59 5.2.4 Project social networks and social media strategy ......................................................... 59 5.2.5 Newsletters ...................................................................................................................... 61 5.2.6 Press releases .................................................................................................................. 62

5.3 Mapping of engagement tools and channels to identified stakeholders ..................................... 63 5.4 DRIVER+ Communication policy .................................................................................................... 65

6. The Engagement roadmap (When?) ....................................................................................................... 66 6.1 START-UP PHASE: Building awareness and interest in the wider Crisis Management community 66


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6.1.1 Engagement level 1: Inform ............................................................................................ 66 6.1.2 Indicative timeline ........................................................................................................... 67

6.2 DEMONSTRATION PHASE: Engagement in the project and information about the results of the project (M43 – M70)................................................................................................................................ 69

6.2.1 Engagement level 2: Consult ........................................................................................... 69 6.2.1.1 Timing ...................................................................................................................................... 69

6.2.2 Indicative timeline ........................................................................................................... 70 6.2.3 Engagement level 3: Involve ............................................................................................ 72 6.2.4 Indicative timeline ........................................................................................................... 72 6.2.5 Engagement level 4: Collaborate ..................................................................................... 75 6.2.6 Indicative timeline ........................................................................................................... 75

6.3 SUSTAINABILITY PHASE: Evaluating, sustaining and disseminating the final results .................... 77 6.3.1 Engagement level 5: Empower ........................................................................................ 77 6.3.2 Indicative timeline ........................................................................................................... 77

7. Monitoring and evaluation ...................................................................................................................... 79 8. Key remarks and way forward ................................................................................................................ 88 Annexes ........................................................................................................................................................... 91

Annex 1 – DRIVER+ Terminology ............................................................................................................. 91 Annex 2 – Project logo and visual identity .............................................................................................. 93 Annex 3 – List of publications .................................................................................................................. 96 Annex 4 – List of third party events ....................................................................................................... 108 Annex 5 – Partners’ Dissemination and Communication capabilities ................................................... 118 Annex 6 – Dissemination and Communication Points of Contact ......................................................... 129

The DRIVER+ project .......................................................................................................................................... 5 Executive summary ........................................................................................................................................... 6 Table of Content ................................................................................................................................................ 7 List of Figures ................................................................................................................................................... 11 List of Tables .................................................................................................................................................... 11 List of Acronyms .............................................................................................................................................. 12 1. Introduction ............................................................................................................................................ 13

1.1 The mission of DRIVER+ ................................................................................................................ 13 1.2 Scope of the document ................................................................................................................. 13 1.3 Addressing lessons learnt .............................................................................................................. 14 1.4 Structure of the document............................................................................................................ 15

2. Engaging with the Crisis Management ecosystem (Why?) ..................................................................... 17 2.1 Objectives for engaging ................................................................................................................. 17

2.1.1 General objectives for engaging ...................................................................................... 17 2.1.2 Objectives for engaging with the CM ecosystem ............................................................ 17 2.1.3 Objectives for engaging with the CM ecosystem in the framework of DRIVER+ ............ 18

2.2 Levels of engagement ................................................................................................................... 19


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3. Stakeholder engagement and Community building (Who?)................................................................... 21 3.1 Stakeholders analysis .................................................................................................................... 21

3.1.1 The process ...................................................................................................................... 21 3.1.2 Step 1: Identification and categorisation of stakeholders .............................................. 22 3.1.3 Step 2: Analysis of stakeholder’s needs and scope ......................................................... 24 3.1.4 Step 3: Priority groups and stakeholders mapping ......................................................... 26

3.2 Building and conceptualising a Community of Practice: the Crisis Management Innovation Network Europe (CMINE) ........................................................................................................................ 30

3.2.1 The Online Community Platform ..................................................................................... 30 4. Key messages to identified stakeholders (What?) .................................................................................. 32 5. Dissemination and Communication tools and channels towards engagement (How?) ......................... 50

5.1 Dissemination tools and channels ................................................................................................ 50 5.1.1 Online Dissemination and interaction ............................................................................. 51 5.1.2 Offline Dissemination ...................................................................................................... 53 5.1.3 Dissemination via events ................................................................................................. 55 5.1.4 Cooperation with related projects and initiatives ........................................................... 57

5.2 Communication tools and channels .............................................................................................. 58 5.2.1 Project logo, visual identity and promotional material ................................................... 58 5.2.2 Project website ................................................................................................................ 59 5.2.3 Project videos .................................................................................................................. 59 5.2.4 Project social networks and social media strategy ......................................................... 59 5.2.5 Newsletters ...................................................................................................................... 61 5.2.6 Press releases .................................................................................................................. 62

5.3 Mapping of engagement tools and channels to identified stakeholders ..................................... 63 5.4 DRIVER+ Communication policy .................................................................................................... 65

6. The Engagement roadmap (When?) ....................................................................................................... 66 6.1 START-UP PHASE: Building awareness and interest in the wider Crisis Management community 66

6.1.1 Engagement level 1: Inform ............................................................................................ 66 6.1.2 Indicative timeline ........................................................................................................... 67

6.2 DEMONSTRATION PHASE: Engagement in the project and information about the results of the project (M43 – M70)................................................................................................................................ 69

6.2.1 Engagement level 2: Consult ........................................................................................... 69 6.2.1.1 Timing ...................................................................................................................................... 69

6.2.2 Indicative timeline ........................................................................................................... 70 6.2.3 Engagement level 3: Involve ............................................................................................ 72 6.2.4 Indicative timeline ........................................................................................................... 72 6.2.5 Engagement level 4: Collaborate ..................................................................................... 75 6.2.6 Indicative timeline ........................................................................................................... 75

6.3 SUSTAINABILITY PHASE: Evaluating, sustaining and disseminating the final results .................... 77 6.3.1 Engagement level 5: Empower ........................................................................................ 77


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6.3.2 Indicative timeline ........................................................................................................... 77 7. Monitoring and evaluation ...................................................................................................................... 79 8. Key remarks and way forward ................................................................................................................ 88 Annexes ........................................................................................................................................................... 91

Annex 1 – DRIVER+ Terminology ............................................................................................................. 91 Annex 2 – Project logo and visual identity .............................................................................................. 93 Annex 3 – List of publications .................................................................................................................. 96 Annex 4 – List of third party events ....................................................................................................... 108 Annex 5 – Partners’ Dissemination and Communication capabilities ................................................... 118 Annex 6 – Dissemination and Communication Points of Contact ......................................................... 129


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List of Figures

Figure 2.1: Levels of engagement and stakeholders’ interest/influence matrix............................................. 20

Figure 3.1: Stakeholder engagement matrix ................................................................................................... 29

Figure 5.1: Tools and channels to be used per Tiers of stakeholders ............................................................. 65

List of Tables

Table 3.1: First tier key stakeholder overview ................................................................................................ 26

Table 3.2: Second tier key stakeholder overview............................................................................................ 27

Table 3.3: Third tier stakeholder overview ..................................................................................................... 28

Table 3.4: Other stakeholder overview ........................................................................................................... 28

Table 4.1: DRIVER+ key outputs and value proposition per type of stakeholder (Focus on Tier 1 & 2) ......... 33

Table 5.1: Dissemination Tools and channels ................................................................................................. 50

Table 6.1: Start-up phase indicative timeline (inform) ................................................................................... 67

Table 6.2: Recurring tasks over project duration ............................................................................................ 68

Table 6.3: Demonstration phase indicative timeline (consult) ....................................................................... 70

Table 6.4: Demonstration phase indicative timeline (involve) ....................................................................... 72

Table 6.5: Demonstration phase indicative timeline (collaborate) ................................................................. 75

Table 6.6: Sustainability phase indicative timeline (Empower) ...................................................................... 77

Table 7.1: Dissemination and Communication KPIs ........................................................................................ 80


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List of Acronyms

Acronym Definition

CM Crisis Management

CMINE Crisis Management Innovation Network Europe

CoP Community of Practice

CoPCM Community of Practice in Crisis Management

CoU Community of Users

DG ECHO Directorate General for Humanitarian aid and Civil Protection

DRMKC Disaster Risk Management Knowledge Centre

EFDRR European Forum for Disaster Risk Reduction

ERCC Emergency Response Coordination Centre

EU European Union

EUCPM European Union Civil Protection Mechanism

I4CM Innovation for Crisis Management

KPI Key Performance Indicator

NGO Non-Governmental Organisation

OCP Online Community Platform

PoS Portfolio of Solutions

UNISDR United Nations Office for Disaster Risk Reduction


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1. Introduction

Achieving the ambitious objectives of DRIVER+ requires a comprehensive stakeholder engagement approach. A well-crafted engagement approach will ensure that the appropriate Dissemination and Communications techniques and media are used at all times. Therefore, this approach will form the core of the Dissemination and Communication Strategy and Action Plan for the project as a whole. In order to implement an effective stakeholder engagement for DRIVER+, a clear understanding of the purpose of the project is key. By having a vision of what is to be achieved, the engagement process becomes more meaningful for all involved. It allows to derive focused engagement objectives and to define the right messages for the right stakeholders, to select adequate tools and to use appropriate channels, all following a strategic roadmap which will result in a maximisation of the project’s impact.

1.1 The mission of DRIVER+

The scale and pace of both natural and man-made crises pose enormous challenges for the Crisis Management (CM) sector, with new threats emerging all the time. An already complex field must constantly strive to integrate new technologies and methods, cope with a rapidly changing infrastructure, understand evolving risks, be effective across cultural, administrative and national boundaries and engage with populations to enhance their resilience. Innovation is therefore critical in the CM sector, but will only be successful if it is truly relevant and accessible to practitioners and operators. Furthermore, CM innovation must be capable of meeting multifaceted challenges and delivering solutions that are modular, flexible and adaptable. These solutions must be tested and validated in realistic environments; they must be evaluated to assess their true benefits and for their overall suitability, before being adopted by end-users. Consequently, the mission of DRIVER+ is defined as presented below.

1.2 Scope of the document

Using the mission of DRIVER+ as building block, the goal of this deliverable is to outline the overall engagement approach of DRIVER+ as well as the supporting Dissemination and Communication Strategy to maximise the engagement of relevant stakeholders. By defining this strategy and setting the plans for stakeholder engagement, the intention is to lay down the foundations for effective implementation of the Dissemination and Communication activities of the project in order to: (1) promote and increase the visibility of major activities to be carried out by DRIVER+; and (2) foster participatory engagement with key stakeholder groups to maximise the project’s impact and ensure the uptake of its outcomes.

The overall DRIVER+ stakeholder engagement approach described in this deliverable clarifies: (Why?) Why we need an effective stakeholder engagement approach serving the DRIVER+ mission? (Who?) With which stakeholders will the project be engaging? (What?) What are the key messages to be communicated to the identified stakeholders? (How?) In what way and through which tools and channels should DRIVER+ engage them? (When?) What is the right level of engagement, and at what time engagement should take place?

The Dissemination and Communications Strategy and Action Plan that is supporting this approach further details what techniques and media will be used for the engagement and how they will vary depending on the stakeholder group being targeted and the respective messages being disseminated or communicated.

DRIVER+ seeks to improve the way capability development and innovation management are tackled, by testing and validating (in realistic environments) solutions that are addressing the operational

needs of practitioners dealing with Crisis Management.


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This deliverable is intended to be a living document, which means it will be continuously updated and enriched throughout the DRIVER+ project duration, taking into account developments within the project as well as those outside of DRIVER+. Three updates of this deliverable are foreseen:

D952.12 - Dissemination and Communication activities - Progress report – 1 (M52), D952.13 – Dissemination and Communication activities - Progress report – 2 (M64), and D952.14 - Dissemination and Communication activities - Final report (M70)

These deliverables will reflect the activities and results achieved by the project and its contributing partners at the respective points of time and will inform the adjustment of the strategy and its corresponding activities. This will align future actions with the dynamics of the actual project workflow and ensure the right measures are taken at the right time to maximise the project’s impact. The revisions will benefit from dedicated monitoring and evaluation tools and mechanisms applied in DRIVER+ and detailed in the present document.

1.3 Addressing lessons learnt

DRIVER+ does not start from scratch and all project activities will build up on previous work and valuable experience collected through activities carried out in past project periods. Significant work has been done also with respect to stakeholder engagement and on Dissemination and Communication of project results. Promotional material was produced, events were organised and different tools and mechanisms have been applied to increase the engagement of stakeholders outside the consortium. Large parts of this material were fully reworked and updated for the re-start of the project due to the revision of the project structure and work plan and the changes within the project consortium. However, due to the history of the project, there is a lot of knowledge available on how to do engagement right and how to carry out effective Dissemination and Communication in the very field of Crisis Management. The project will benefit from successfully applied tools and valuable experiences gained, e.g. with respect to challenges related to the involvement of practitioners or difficulties in communicating the high-level objectives of DRIVER and linking them with concrete activities of the project. More than that, the project can resort to already established relationships with various highly relevant stakeholders. The personal relationships as well as the databases of individuals, organisations, initiatives and projects that have been developed in the past were re-activated after the suspension period and will allow for an accelerated stakeholder engagement especially relevant during the early ramp-up phase of DRIVER+. In addition to this, the DRIVER+ engagement approach and the supporting Dissemination and Communication Strategy take into consideration and implement the recommendations made in the second and third DRIVER ad hoc review reports. These recommendations are putting strong emphasis on (a) the need for increasing the project’s efforts with respect to the involvement of external stakeholders and the alignment with relevant initiatives and (b) the need to carry out targeted Dissemination and Communication activities and to monitor their effectiveness. As the second set of recommendations received are more detailed, the recommendations presented below do not follow a chronological order and start with the ones provided by the REA after the third ad hoc review. Recommendations from third ad hoc review report

The consortium needs to take into consideration the diversity of the Crisis Management (CM) world and seek collaboration with the wide spectrum of CM stakeholders

DRIVER+ is expected to have a very large impact in the CM community enhancing its capabilities and fostering the dissemination of a CM “culture”. At this stage of the project, the consortium has made a strong effort in changing pace and a lot of improvements are clearly heading to the involvement of the end-users. An online tool has been developed to exchange information. However, despite the appropriate planning for their serious engagement, end-user involvement is still a concern and widening the spectrum of stakeholders participating in the project activities is crucial for the acceptability and use of the final DRIVER+ platform and results.


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Recommendations from second ad hoc review report The claimed innovative value and intended innovative outputs should be better highlighted and a

more open approach toward relevant stakeholders outside the consortium should be pursued, including (but not limited to) stronger cooperation with other FP7 and H2020 projects.

Sub-project 7 should raise the level of the planned activities up to the level of the project challenge and ambition. Tools such as the project website, the DRIVER community and social media should be used more efficiently and stakeholder-tailored messages should be reworked to convey the right image and content about the project. Statistics on the various Dissemination and Communication channels should be regularly provided in the relevant reports and deliverable

The relationship between DRIVER and the European Commission's "Community of Users" initiative has to be improved for a mutual benefit;

Stakeholder engagement and in particular end users outside the consortium should be pursued, in particular with respect to the project objective to foster a shared understanding in crisis management in Europe.

DRIVER+ aims to address the above recommendations by increasing the awareness about the project and communicating its results using adequate channels as well as by aligning the project activities with relevant policies and initiatives, such as DG HOME’s ‘Community of Users on Secure, Safe and Resilient Societies’, in short CoU. Consequently, a number of concrete activities are included in the project’s workplan under Subproject 95, which will be described in detail in later sections of this document:

Traditional Dissemination and Communication channels o Online media: newsletters, public website, social media (LinkedIn, Twitter and YouTube for

video sharing) o Mass media (general and specialist): press, radio, tv, magazines o National and international conferences and workshops

DRIVER+ project events o I4CMs: complementing European-level CoU conferences with regional/local events o Trials & final demonstration: sharing results with the stakeholders o Final conference: disseminating the project outcomes and learnings

The DRIVER Online Community Platform (OCP) o Structuring communities and enabling targeted communication o Facilitating exchanges: top-down, bottom-up, between members and groups o Closer linking of users and suppliers of CM solutions

Furthermore, DRIVER+ follows an inclusive and open approach, addressing a whole set of provided recommendations with respect to the involvement of external stakeholders. By including dedicated activities and by planning significant efforts on external cooperation as part of WP912, which is closely related and interlinked with Subproject 95, the project aims to realise a high number of cooperation actions that will contribute to the main objectives of DRIVER+. Consequently, from some stakeholder groups direct (technical and/or operational) contributions to various project activities are foreseen, which goes beyond the typical levels of engagement with external stakeholders in other research projects. Practitioners and CM experts will consult and directly participate in the DRIVER+ Trials or join them as evaluators. Solution providers will offer their innovative products to the project’s trialling activities and make them available to the practitioners through the Portfolio of Solutions (PoS). Policy makers will act as Trial observers and guide the project in supporting international and European policy implementation. All these stakeholders will meet and exchange during dedicated project events on challenges in CM and discuss potential pathways for innovation in Crisis Management, all serving the project’s ambitious objectives.

1.4 Structure of the document

The engagement approach for DRIVER+ and the corresponding Dissemination and Communication Strategy presented in this deliverable will allow the project to engage with the stakeholders through a thoughtful planning of concrete activities targeted towards individuals, organisations, relevant initiatives, projects and


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networks dealing with Crisis Management. In the following sections, this approach and the strategy will be described in detail. In section 2, the necessity for DRIVER+ to engage with the Crisis Management ecosystem is elaborated and objectives for the engagement are defined. Section 3 identifies and maps the relevant stakeholder groups the project seeks to engage with. This is followed by two sections that respectively inform about the messages the project will convey to these different stakeholders (section 4) and the means (tools and channels – section 5) DRIVER+ will use for the engagement and to relay the defined messages. Based on the previous sections, section 6 presents the DRIVER+ Engagement Roadmap, which provides a planning of the timely use of these means for engagement in different phases of the project lifetime. Section 7 informs the reader about the monitoring and evaluation mechanisms set up to ensure the appropriateness of the implemented actions. Through this control, any required re-orientation of the roadmap will be anticipated to ensure a maximised project impact at all time.


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2. Engaging with the Crisis Management ecosystem (Why?)

2.1 Objectives for engaging

Knowing the reasons for engaging with stakeholders can be beneficial is an essential first step when defining a good engagement strategy. When reasons are clear and well defined, it is easier to establish the focus and to select the tools to be used in the engagement process. It is also worthwhile to reflect on what the desired outcomes of the engagement process are. The next sub-sections provide an overview of all those possible reasons or benefits, from the general ones to the ones considered specific to DRIVER+.

2.1.1 General objectives for engaging

Gather ideas: stakeholders can provide insights on the project and contribute with suggestions to improve the activities and develop a better strategy;

Gather information: liaising with stakeholders can result in getting information about their needs and requirements. Therefore, the project can be better tailored to address them and in turn increase the interest in the uptake of its outcomes;

Raise the profile: having a good communication with stakeholders can improve the project’s image, gain stakeholders’ trust, and in general, enhance its reputation;

Increase the impact: if communication with stakeholders is tailored and efficient, the uptake of the project outputs will improve and their relevance will be higher.

2.1.2 Objectives for engaging with the CM ecosystem

Crisis Management (CM) is an intricate and multi-layered field, involving many different organisations and disciplines throughout its cycle (mitigation, preparedness, response, recovery). With newly arising, cross-border security threats in Crisis Management (natural disasters, terrorist threats, pandemics, migration, etc.), Europe is in need of a convergence of resources, but also of equipment and knowledge, to better manage those ever-changing risks and threats. Market fragmentation, lack of common certification, as well as common standards in the field, add to the challenges practitioners are facing. To overcome these limitations, and therefore to reach a shared understanding in Crisis Management across Europe, there is a clear necessity for the creation of a united ecosystem in Crisis Management, the establishment of common practices, the access to similar information and the set-up of mechanisms for exchanges on lessons learnt. Currently, no overarching strategy yet exists to involve all these stakeholders to discuss crisis management challenges at a macro level, i.e. at all phases of the crisis management cycle, which could play a role in facilitating the implementation of policy and the uptake of research and innovation by practitioners and other end users. While the European Union Civil Protection Mechanism (EUCPM) (1) and the European Forum for Disaster Risk Reduction (EFDRR) (2) are helping Member States to better align their national policies in line with the Sendai framework, there is a need to complement this by offering practitioners and end-user a collaborative space in which innovative solutions and best practice tool kits for cross-national and multi-faced risk scenarios can be discussed and enhanced. For the reasons stated above, and in spite of its limited timeframe, the project ambition with regards to stakeholders engagement is first and foremost a long-term one: to build and engage with an active and structured Community of Practice in the field of Crisis Management that will be sustainable after the end of the project duration: the Crisis Management Innovation Network Europe (CMINE), which is further presented under section 0 of the present deliverable. Without being limited to, the CMINE will build on the goals of DRIVER+ to develop a pan-European Test-bed for CM capability, operationalise a database-driven Portfolio of Solutions, and foster a shared understanding in crisis management across Europe, by structuring and enhancing the links and interactions among the different CM stakeholders.


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The three objectives laying behind the creation of the CMINE are as follows: 1. To strengthen the technical support and facilitate the engagement within the crisis management policy

landscape in order to: a. Align the CMINE activities with the implementation plans for EU Member States Union Civil

Protection Mechanism (DG ECHO) and the Sendai Framework (UNISDR) b. Develop annual work programmes focusing on key issues and trends in crisis management

innovation with a special focus on technical opportunities and challenges c. Support successful implementation and efficient synchronisation between practitioners

2. To address capability needs and opportunities for practitioners, through: a. The identification of needs via requests for crisis management solutions b. The definition of gaps in crisis management innovation c. The sharing lessons learnt and best practices from promising solutions

3. To identify most promising tools / technologies and "tailor-made" information sharing to enhance their usability and their access to the market

2.1.3 Objectives for engaging with the CM ecosystem in the framework of DRIVER+

The engagement with the Crisis Management (CM) ecosystem is of utmost importance for the project to jointly progress in the critical areas of Crisis Management and create acceptance for new solutions and approaches towards the successful introduction of innovation in the field. In particular, the systematic participation of the DRIVER+ stakeholders in the project activities will help the DRIVER+ consortium to align with and to follow-up on relevant policies, challenges, gaps and community needs faced within the wide spectrum of thematic areas dealing with Crisis Management. To increase the relevance of the results, and ensure that the DRIVER+ Trials are conducted taking into account the technological state-of-the-art and relevant knowledge available outside of the consortium, the DRIVER+ Trials, final demonstration and events will therefore follow an inclusive approach. Taking advantage of the creation of the CMINE, the DRIVER+ specific objectives for engaging with the Crisis Management ecosystem are the following: Extend the knowledge base: involving new network partners and practitioner organisations will allow

the project to gain access to new knowledge and expertise, in particular with respect to operational and management challenges, specific technological requirements, challenges related to regulations and standardisation, or challenges related to the evaluation processes; moreover, Sharing of best practices and lessons learnt will allow to learn about new and innovative solutions supporting their operations;

Ensure the appropriateness of the project activities: enabling the participation of external innovative solution providers, concerned practitioners and relevant experts to the DRIVER+ Trials and the final demonstration should ensure their high quality, relevance and appropriateness;

Enhance the cooperation framework: Developing synergies with related initiatives and projects at international, at local levels should increase the outreach and multiply the impact of the project, therefore enhancing the transfer of knowledge and research’s outputs to the practitioner networks;

Enhance the data flow to the Portfolio of Solutions (PoS): a fluid communication with solution providers should ease and increase the introduction of third party solutions already used by practitioners or relevant to Crisis Management in the Portfolio of Solutions and therefore extend the technological state of the art;

Get support and attract potential users: when stakeholders are properly involved, they can act as advocates of the project, multiplying the outreach and ultimately improving the possibilities of obtaining endorsement and therefore, finding appropriate options for securing the sustainability of the project results i.e., the Test-bed, the Portfolio of Solution and the CMINE).


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2.2 Levels of engagement

Engagement implies some kind of involvement and participation. This engagement can take place at different levels and be more or less intense depending on the characteristics of the stakeholders, their interests and their relevance in the project (Figure 2.1). To begin with, the engagement process can be conceived as bi-directional, where there is an active dialogue with the stakeholders, who can provide feedback to the project and influence its development. However, certain groups of stakeholders, even though potentially crucial for the project success, can play a passive role, being merely receptors of the project’s outputs. In this case the process would be one-directional, from the project towards its stakeholders. Another aspect to take into account when considering the levels of engagement, is the interest and the influence that a concrete stakeholder can have in the project. Intuitively, higher levels of engagement will be sought with those stakeholders who have more interest or greater relevance to DRIVER+. Informing, consulting, involving, collaborating and empowering are the five levels of engagement (from the lowest to the highest) that compose the Spectrum of Public Participation developed by the International Association of Public Participation (IAP2) (3) to help clarify the role of the public (or community) in planning and decision-making, and how much influence the community has over planning or decision-making processes. Each of these levels provides an increasing level of intensity in the engagement activity, and requires a decreasing number of stakeholders to be engaged. With this perspective and applied to research projects, the stakeholders pertaining to the inform level are described as those who have little interest in or influence over research outcomes. If there are limited project resources, there is less need to consider them in much detail or to engage with them. Nevertheless, it can still be convenient to keep them updated with balanced information, tailored to their needs. One can also think of stakeholders who are supportive of the project and willing to provide feedback and as such they can be consulted. These stakeholders, however, typically have a limited capacity or even knowledge to interact, so that their potential impact in the project is limited. Consequently, engagement must be adapted and they should not be overwhelmed with too much information. Unlike the previous category, stakeholders who must be involved, are adequately and regularly contacted. This is not necessarily because they have a strong interest in DRIVER+ themselves, but because they are influential. In this regard, the project must make sure that their concerns and expectations are taken into account when making decisions. A typical example can be offered by the off-line focus groups, where stakeholders are asked to provide their opinions on a specific topic of the project and to steer decisions on how to plan future activities. Similar focus group can be organised on-line to get a larger number of stakeholders. In addition, there are stakeholders who are essential to the project both in terms of their interest and their influence, and in this case the project must foster partnership links with them for mutual benefit, making an effort to keep them satisfied and searching for their fullest collaboration. Finally, empowering is the highest possible level of interaction with most influential stakeholders. In this case, stakeholders are supported in the process of acquiring sufficient levels of knowledge and experience about the project and its achievements. Then, they are free to decide on their own how they wish to adopt the project results. It is to be noted that the level of engagement with stakeholders is likely to vary throughout the project lifecycle, as their roles can evolve.


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Involve

Keep these stakeholders adequately informed and maintain regular contact to ensure no major issues are arising

Collaborate

The stakeholders DRIVER+ should engage with are essential to the project. Enlist them in the project activities, seek for synergies and build partnerships, galvanise their support towards the project and, more importantly, ensure the highest level of satisfaction.

Inform

Monitor these stakeholders and keep them adequately updated as and when required, tailoring communications to meet the stakeholders’ needs

Consult

Provide the stakeholders with enough information and interaction to keep them updated and to address their concerns, but do not overwhelm them with too much information

Figure 2.1: Levels of engagement and stakeholders’ interest/influence matrix

Low

High Interest

Influ

ence

Low High

High


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3. Stakeholder engagement and Community building (Who?)

Once the motivations are found (“Why?”), the next step of the engagement approach consists in taking into consideration all possible stakeholders who could influence or who could be affected by the project. Identifying the full spectrum of stakeholders, establishing their characteristics, interests and needs is indispensable to the development of an effective engagement process. While section 3.1 will address the latter, section 0 will describe the rationale behind the creation of the Crisis Management Innovation Network Europe (CMINE) and how this initiative will act as the cornerstone of the DRIVER+ project for engagement.

3.1 Stakeholders analysis

3.1.1 The process

The stakeholder analysis process presented below has been developed in the specific context of DRIVER+ and consists of three main steps: Step 1: Identification and categorisation of relevant stakeholders An identification of all possible groups that may qualify as stakeholders for DRIVER+ is made. In addition to the identification itself, these groups are then classified into categories which present certain common characteristics according to different perspectives. Such categorisation should help to understand stakeholder interests and their foreseen roles in the project. This will in turn ease the definition of the type of interaction that can be established with them. The categorisation is then used to prioritise stakeholders according to their importance and potential impact over the project. The prioritisation can also reflect the level of current engagement; for instance, there may be stakeholders that, despite being very important for DRIVER+, are already sufficiently engaged and thus invested resources shall be reduced and used to reach out to other stakeholders. The focus will be on stakeholders who are users of the DRIVER+ main outcomes which are the Test-bed, the PoS, the solutions themselves, and the CMINE. Also, it is to be noted that the categorisation should be further refined and developed as the project unfolds: some specific groups can emerge as particularly relevant at some point in time and some of the stakeholders may bring on additional groups. Step 2: Analysis of stakeholder’s needs and scope Undoubtedly, the way to engage with stakeholders will depend greatly on what their needs are with respect to DRIVER+ and Crisis Management innovation in general. Understanding the stakeholder perspectives and their needs regarding their possible engagement in the project activity and in relation to the project achievements, is a critical step. Having a clear understanding about whom the project is engaging with and why will also ensure to appropriately spend resources and efforts. Step 3: Priority groups and stakeholders mapping Establishing priorities can especially be of help when the available resources are limited. Any engagement strategy will thus be more efficient if it can target specific group needs. This may require to focus the attention or select one or more groups so as to concentrate efforts on them. This selection should obviously depend on the relevance of the stakeholder, but not only, as certain links may already exist and be well preserved whereas others may require specific “new” attention. The mapping of stakeholders is therefore of critical importance to differentiate between stakeholders and achieve the engagement objectives (see section 2.1). Such mapping will allow to see where the stakeholders stand when they are evaluated by the same key criteria (in the present case impact versus interest) and compared to each other. This exercise should help to visualise the complex interplay of issues and relationships.


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3.1.2 Step 1: Identification and categorisation of stakeholders

3.1.2.1 Categorisation 1: Internal versus external

The DRIVER+ engagement strategy establishes a first general grouping of stakeholders between internal and external stakeholders. Internal stakeholders are the organisations partnering in the DRIVER+ project whose activities ultimately result in (1) the delivery of the Test-bed and the Portfolio of Solutions; and (2) the creation of the CMINE. These internal stakeholders are involved in the planning and development of the project activities and thus have a clear stake in its performance and realisation. In terms of the DRIVER+ consortium, these include practitioner’s organisations, universities and research centres, as well as industry organisations and SMEs. Stakeholders can also be external to the project, for instance, they can be organisations or individuals that are not direct beneficiaries of the DRIVER+ Grant Agreement, but that make use of the outputs developed by the project for their own purposes. These external stakeholders may not have necessarily heard about DRIVER+, but they can benefit from the project’s outcomes or activities. Even if for most of them their role is more passive than for the internal stakeholders, it is to be expected that DRIVER+ will have an impact on their work or lives. Also, as DRIVER+ is a practitioner-need driven project, we can already distinguish four different types of external stakeholders depending on the level the project intends to engage with: The ones the project will inform to raise awareness about the project activities and results; The ones the project will inform and consult (one-directional) to provide specific insights to the

project’s work. The ones the project will inform, consult and involve (bi-directional) to make sure that their needs and

requirements are considered and understood throughout the project duration; The ones the project will inform, consult, involve, collaborate with and finally empower, to partner in

the decision-making process and finally provide them with the appropriate knowledge to possibly adopt the project outcomes.

3.1.2.2 Categorisation 2: types of end-users

The end-users are the stakeholders who will use the knowledge and outcomes (as a whole or as components) generated by the project. For instance, a practitioner organisation using the Test-bed guidance tool and infrastructure to conduct Trials or a solution provider who store the data of his/her solution in the PoS to receive valuable feedback from practitioner organisations. End-users are the actors that first come to mind when trying to find the best ways to improve the design, conduct and usefulness of the project activities and outputs. The DRIVER+ engagement strategy must therefore pay special attention to those stakeholders who are end-users of DRIVER+ outputs and it will be the focus of the categorisation presented in the sub-section hereafter. Going down into an additional level of granularity, the focus should be now be made on stakeholders who are external end-users of the project outcomes. These types of users can be sub-categorised into 6 broad communities of relevance for the project: (1) the practitioners, (2) the scientific and research community, (3) the public bodies, (4) the private sector, (5) Related projects and initiatives and (6) the civil society. Conceptually, the general characteristics of those five communities are easy to capture which makes the grouping helpful when developing general recommendations on how to engage with them. Nonetheless, providing a comprehensive and yet rigorous definition of each community can be much more challenging as they are not necessarily mutually exclusive. Furthermore, it is to be highlighted that many of the groups identified for the project as end-users can also be considered as providers. For the reasons mentioned above, rather than providing a detailed definition for each group, they will be described by detailing specific groups of stakeholders under each of them.


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Practitioners: Are clearly the most involved and influent group of stakeholders in DRIVER+ as the latter is practitioner-needs driven. The interactions and inputs from this target group are especially critical to ensure the relevance and usefulness of project activities and results. It is possible to identify different types of individuals and organisations (including networks) that could belong to this group, whether they are partners of DRIVER+ or not. These include: Organisations: First responders (fire fighters, law enforcement, emergency services, etc.), civil

protection units and civil society organisations / NGOs, and networks; Individuals (experts): person working as first responder, involved in the different phases of CM and

from involved at different levels in the chain of command. Scientific and Research community: It is important to reach out to them and ensure/facilitate their engagement to enhance the scientific value of the project and to exchange good practices, tools, methods and interesting contacts within the research community. As for the practitioners, it is possible to identify different sorts of individuals and entities that could pertain to this community, partnering or not in the project. These include: Entities: In addition to universities and research centres having a focus on disaster risk and crisis

management, scientific and research work can be developed in other institutions, either public or private: Associations in the field of crisis management, think tanks, R&D departments of private companies, etc.

Individuals (experts): all types of researchers (PhD, postdocs, seniors…) working at universities or research centres, with a focus on disaster risk and crisis management. It could also involve other professionals like engineers and technicians supporting the scientific and research activities, developing the technology, the infrastructure, the methodologies, etc.

Private sector: The project mission states that “DRIVER+ seeks to improve the way capability development and innovation management are tackled, by testing and validating (in realistic environments) solutions that are addressing the operational needs of practitioners dealing with Crisis Management.” Given the project objectives they are extremely relevant, especially with regard to the development of the PoS and the provision of solutions themselves. The private sector encompasses industries, SMEs, investors, insurance companies, and start-ups promoting innovation and providing solutions which specialise in crisis management, and facilitating their engagement if of critical importance in order to enhance the commercial value of the project and to exchange tools, methods, best practices and contacts. Public bodies: Are individuals (experts) or organisations who work in the public sector and who can make use of the DRIVER+ outputs for the achievement of their duties to serve the society. These can include politicians, ministers, department directors, governance of crisis management centres, funding agencies, EU Directorate Generals and procurement agencies etc. but also technicians who are in charge of implementing those policies and who may wish to make use of DRIVER+ to feed into their policy planning. Additional considerations can include: Geographical scope: local/national/regional/EU/ (international) Different policies at several levels: local, national, and at the EU level Different objectives: funding agencies/operational agencies/policy makers/decision makers

Related projects and initiatives: An important category of stakeholders concerns EU projects and initiatives (past and present) involved in research, capacity building, training, and demonstration projects in the area of disaster risk and crisis management innovation. Their outputs and networks will be aligned with DRIVER+ activities to exploit potential overlapping or complementary synergies. For example, the catalogue developed by FP7 EDEN project provides useful methodological approaches in the CBRNE area relevant for the development of solutions in the crisis management domain. The FP7 EDEN project could provide the


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platform with the solutions they have developed and, in turn, this project can aid them by sharing the test-bed infrastructure and guidance methodology for their pilots and demos. EU-funded projects will be a target group for DRIVER+. They will also be invited to support ongoing activities such as the DRIVER+ Trials and contribute to the portfolio of solutions to enhance their (own) outputs and/or scale up best practice results. In particular, special attention and efforts will be made to engage with the practitioner network projects that have been funded under the H2020 Call Topic SEC-21-GM, given their relevance for the CMINE. Civil society: Are individuals and entities belonging to the civil society can also have a genuine interest in the Crisis Management domain. Their capacities to take full advantage of the outputs of the project, however, differ considerably from those in the other groups, as they do not necessarily have enough expertise or knowledge to use them adequately. Amongst individuals, students are an important target when unfolding the outreach activities. Reaching out to them would contribute to increase awareness on the importance and potential impact of innovation in Crisis Management, and raise early interest for a full engagement as they start their professional career. Citizens can also organise themselves through volunteer organisations and local, national or international networks as they have a special interest and commitment in crisis management. Providing citizens with information on recent developments in the field of Crisis Management and how this may affect their lives or environment can lead to a more informed community. In return, a more informed civil society can lead to better governance and transparency. Finally, certain organisations, such as NGOs, are also very reliant on Crisis Management innovation to support their work and can be extremely influential with regards to security and Crisis Management policy.

3.1.3 Step 2: Analysis of stakeholder’s needs and scope

3.1.3.1 Stakeholder needs

The way to engage with the different stakeholders will mainly depend on what their respective needs are with respect to DRIVER+. Currently, the practitioners group is the larger group of foreseen end-users and beneficiaries of the project outcomes. This group pertains in the “high influence/high interest” zone of Figure 2.1 and as such, engagement must be intensive and regular. Notwithstanding, since they are the community naturally involved in practitioner-need driven projects such as DRIVER+, this engagement is more forthright. For example, understanding and matching the practitioner community needs and requirements in terms of capability development and innovation in the field of Crisis Management is relatively easier as the developments are produced to benefit that community directly. Even if intense efforts to ensure a good communication must be made, it is also certain that the exchange of information is likely to be more easily established and maintained as the project and expected outcomes are intended to benefit them directly. In addition, the communication should also be facilitated as practitioners are involved in the project and have already established connections with their peers. An important point to be noted, however, is that getting to know the needs and requirements of this community proves particularly challenging. In this respect, numerous events should be organised to put in contact the practitioner community and the industry, in an attempt to facilitate the communication between both sectors. DRIVER+ will also look into the needs and requirements identified from other relevant projects, especially the ones aiming at building practitioner networks. The Scientific and Research community also belongs to the “high influence/high interest” zone of Figure 2.1, and as such, engagement should be foreseen throughout the project lifetime. It is likely that the generated outputs will serve this group which can use them in their daily work. As an example, the Test-bed will provide a pan-European arena of virtually connected facilities and crisis labs where researchers can, together with other identified end-users, jointly and iteratively can on new approaches or solutions to


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emerging issues. Scientists are also best positioned to know what solutions and innovations are available and where. As for the practitioners, it is also clear that the exchange of information is likely to be more easily established and maintained between pairs, and it will benefit from already established connections. With regard to the private sector, and as indicated in the FP7-SEC-2013-1 call it is expected that DRIVER+ and the related activities will (1) provide solutions (either generic tools or a coordinated portfolio of tools) that can be used on a daily basis by end-users, but that are also scalable in a crisis and adaptable to different crisis situations as well as changing conditions during the disaster (2) provide an integrated framework bringing together the abilities of industry, research institutions, operational end-users and the citizens, to jointly progress in the critical areas of crisis management [..]. From those expected impacts, it is obvious to see that industry but also SMEs are one of the target stakeholders for DRIVER+. However, getting to foster a common understanding between solution providers and practitioners and know the requirements of the latter proves particularly challenging. In this respect, numerous events try to put in contact the practitioner community and the industry, in an attempt to facilitate the communication between both sectors. In addition to that, DRIVER+ will stimulate this relationship by using associations like the European Organisation for Security (partnering in the project) to bridge the communication initiatives. The spectrum of public bodies’ needs can be quite large as they can have different purposes. The Organisation for Economic Cooperation and Development (OECD) states in a report (4) that “Science advice is playing an increasing role in the formulation of policy and decision-making. Governments require scientific evidence in a wide range of situations, from long-term policy development through to urgent crisis management”. Public bodies require advice, which should be produced and used in a transparent and accountable manner and which, more importantly, should be based on the best scientific evidences, while providing an estimation of uncertainty. In most cases, the integration of inputs from diverse fields of expertise will be required for decision making. Public bodies may also use the project outputs to support the implementation of their initiatives such as the EUCPM, the Emergency Response Coordination Centre (ERCC) or the Disaster Risk Management Knowledge Centre (DRMKC). Additionally, the inputs generated by the project events such as the Innovation fro Crisis management (I4CM) events, together with the inputs from the CMINE, will support the Community of Users from DG HOME, providing a relay towards/from the local and national levels. Last but not least, civil society, when considering volunteer organisations for example, can be an additional user of the project outputs. They would require reliable tools and in the same way as practitioners, but their demands may be less specific. For non-professionals, it is important that the outputs are presented in an attractive, clear and easy-to-understand way. For these reasons, the project shall consider how to engage them in a targeted way. They need to be better informed about what is publicly available and receive tools and training to be able to use the project outputs that can be of support to their work. Additional sub-categories of stakeholders belonging to the civil society are general and specialised media that have an interest in relaying the information to their own audiences.

3.1.3.2 Stakeholders’ scope

Geographical balance is an important factor for the success of the project, which is why many stakeholders from different Member States and Associated Countries need to be involved and attention has to be paid to the fact that some stakeholders act on EU, national or regional/local level. The goal of DRIVER+ is to especially engage the ones not active on EU level on regular basis and enable them to exchange with each other. While maintaining a geographical balance is of vast importance to the project, key in the identification of the stakeholder’s scope is their thematic focus. The thematic focus in combination with the categorisation of the stakeholder according to their tiers remains the most crucial tools in identifying the respective scopes. The thematic scope of a stakeholder is


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the specific area in which it exerts is expertise. This can be a rather broad domain such as ‘geothermal risks’ or ‘climate-related hazards’ but it can also refer to a realm that is much narrower already such as ‘heatwaves’ or ‘disaster waste’. Important to note is that a thematic scope is not necessarily linked to a specific type of stakeholder. A comprehensive analysis of the stakeholder’s scopes will be particularly beneficial when attempting to facilitate cooperation among stakeholders. Stakeholders within the same ‘tier’ might have varying thematic scopes (i.e. research institutes focusing on pandemics and practitioner networks concentrated on critical infrastructure protection are both 1st tier stakeholders but differ in their thematic scope). The other way around works too; within one specific thematic scope (i.e. geothermal risks) multiple stakeholders from different tiers can be active. Therefore, the thematic scope will serve as an additional dimension, next to the different tiers in which stakeholders can be placed, along which stakeholders can be identified. Furthermore, stakeholders operate at all levels of the crisis management cycle: prevention/preparedness, detection/surveillance, response/recovery. The stakeholder mapping exercise will pay attention to this cycle and incorporate it in its processes of identifying the relevant thematic scopes.

3.1.4 Step 3: Priority groups and stakeholders mapping

3.1.4.1 Priority groups

First tier key stakeholders First tier key stakeholder group for DRIVER+ (Table 3.1) are the ones, which have the biggest impact on and interest in the project, such as practitioners, as well as those who are impacted most by the project themselves. The first tier key stakeholders are of critical importance for the success of the project.

Table 3.1: First tier key stakeholder overview

Stakeholder Potential stakeholders

Practitioners International Forum for the Advancement of First Responder Innovation EFRIM European First Responder Innovation Managers Platform REDIRNET - Emergency Responder Data Interoperability Network National Red Crosses National practitioners’ organisations National NGOs National Crisis Centres IFRAFRI

Scientific and Research community

Research Group on Crisis Management - University of Agder Crisis Management Working Group – Birmingham University Crisisnavigator EARTO

Public bodies UN International Strategy for Disaster Reduction (ISDR) NATO Europol Frontex

DG ECHO, HOME and SANTE


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Related projects and (policy) initiatives

The Community of Users initiative, initiated by DG HOME in 2014, provides an EU level platform to facilitate linkages between various user groups and relevant EU-funded projects working on crisis management innovation. In addition to the provision of regular meetings, the Community of Users is developing mappings to link ongoing EU-funded projects against EU security and safety policies. These activities facilitate the identification of synergies between initiatives that may form the basis to discuss and tackle trends, needs, gaps, best practices, and lessons learnt. The European Forum for Disaster Risk Reduction (EFDRR) serves as the regional platform for disaster risk reduction aiming to increase the ability to create a safer Europe by reducing risks and vulnerability and to prevent the creation of new risks. One of its main goals is to assist Member States in implement the Sendai framework for disasters in order to reduce the risk of disasters and to prevent the creation of new risks. Module Exercises are a projects financed by the European Commission in 2017 and 2018 which were simulating five exercises for civil protection. In the scenario a heavy earthquake with floodings and mudslides occurred in the country of Modulistan. In this setting different so called modules can be trained: three types of search and rescue units, three types of medical units, assistance and support Teams and coordination teams of the EU. The Disaster Risk Management Knowledge Centre (DRMKC) which is aimed at supporting the resilience to disasters of the EU and its Member States. The Centre attempts to improve the states’ capacity to prevent, prepare and respond to emergencies by facilitating an exchange of knowledge and information between science and policy. Within the European Union Civil Protection Mechanism (EUCPM), the Emergency Response Coordination Centre (ERCC) is specifically tasked with supporting a coordinated response to disasters both inside and outside Europe. It provides the EU Member States with a set of guidelines according to which they structure and design their national (policy) plans regarding crisis management. The MS carry the final responsibility over the execution of the frameworks while the mechanisms predominantly provide the parameters within which the MS can operate.

Second tier key stakeholders Second tier key stakeholders are those (Table 3.2), which could have a high impact for the project, but might not (yet) be interested in the project or even be unaware of its existence.

Table 3.2: Second tier key stakeholder overview

Stakeholder Potential stakeholder

Private sector European organisation for Security Inter System interoperability for TETRA-TETRAPOL (ISITEP) Networks Business Europe startups.be EUROCHAMBERS DIGITAL Europe Insurance Europe BIPAR

Third tier stakeholders


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Third tier stakeholders are individuals or organisations (Table 3.3), which mainly have a limited impact, but might be interested in the developments and output of the DRIVER+ project.

Table 3.3: Third tier stakeholder overview

Stakeholder Description Potential stakeholder

Volunteer networks

Volunteers as members of civil society, with a special interest and commitment in crisis management. In particular, citizen networks of first responder volunteers and lay-people. They are mostly organised in broader local, national or international networks.

Red Cross EU EU Aid Volunteers VoluntEurope URBACT: Resilient Europe European Union Agency for Network and Information Security

Specialised media Media companies in the field of crisis management including scientific journals.

Other stakeholders (Fourth tier) Unlike stakeholders who have an interest in the outcome of the DRIVER+ project to at least some degree, actors such as the civil society at large as well as general media and research journalists might neither be interested nor have any impact for DRIVER+. Nevertheless, this group of stakeholders (Table 3.4) will be informed about the project on a regular basis in order to create awareness about DRIVER+.

Table 3.4: Other stakeholder overview

Stakeholder Description

Civil Society at large Citizens with no connection and inherent interest to the topic of crisis management

General Media General media with no special focus on the topic crisis management

3.1.4.2 Mapping by impact and interest

While the previous chapter defined relevant stakeholder groups, the purpose of this section is to build upon this exercise and map them according to their interest (high/low) in the Crisis Management and the objectives of DRIVER+ in particular and their impact on the project (high/low). Important to note is that the stakeholders will not only impact the project but that this process also works vice versa: the project will have an impact on the stakeholders. As mentioned above, the mapping is of critical relevance in order to identify the most suitable engagement strategy. The first tier key stakeholders, such as practitioners, who express a high interest in the project and have a high impact for the project, are of critical importance for the success of the project. They will be engaged through all 5 main levels of engagement: inform, involve, consulate, collaborate, empower. On the contrary, if the interest in the project, as well as the influence of the stakeholder on the project, is low or non-existing, the main engagement will be to inform and eventually involve the actor.


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Figure 3.1: Stakeholder engagement matrix

Figure 3.1 is built upon the assumption that different stakeholders have varying degrees of interest in the project and impact on the project. This variance can predominantly be attributed to their involvement in Crisis Management (CM) in the first place. The stakeholders that are working in Crisis Management on a regular basis will, most likely, have a better understanding of the needs and challenges that the domain faces. Furthermore, these actors have a higher incentive to actively engage themselves to tackle these challenges. The stakeholders that are not necessarily directly involved in CM will have a less solid understanding of what the current needs and trends are within the realm and are, therefore, categorised as being less interested in and less impacted by the project outcomes of DRIVER+. It needs to be stressed, that this mapping is not static and will be continuously evaluated. The interest of a specific stakeholder can be subject to change in the course of the project as well as after the project has terminated. Stakeholders or actors who have a low interest and low impact in the project in the beginning might become more involved in the course of the project and therefore will have to be addressed differently. At the same time, their impact on the project might change. Throughout the duration of the project, the aim is to increase the engagement levels of the stakeholders. This will primarily be achieved through enhancing the awareness of stakeholders about the project. Increased awareness can be reached by using the media to disseminate information about Driver+. Furthermore, the DRIVER+ consortium could help spreading information about DRIVER+ within their networks. Furthermore, this figure is a simplification of reality and functions as a model to map the relevant stakeholders. Important to note is that there exist exceptions to this model; i.e. particular stakeholders that show high interest while the according to the model they are at the low end of the interest spectrum. An example of this is policy makers; particular sub-fields within this stakeholder category show particularly high interest in CM. Moreover, some of the DRIVER+ Consortium partners might be categorised as having little interest by the model while in fact they are highly interested. They will be engaged through all five main levels of engagement: inform, involve, consulate, collaborate, empower. On the contrary, if the interest in the project, as well as the influence of the stakeholder on the project, is low or non-existing, the main engagement will be to inform and eventually involve the actor.


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3.2 Building and conceptualising a Community of Practice: the Crisis Management Innovation Network Europe (CMINE)

The stakeholder mapping process in chapter 3.1 sheds a light on the diverse and fragmented landscape of actors involved in Crisis Management. Due to the lack of an overarching crisis management network both on European Union (EU) level and beyond, information and knowledge gaps are often occurring which hinder actors involved in Crisis Management to be as efficient and innovative as they should be. To address these challenges, the DRIVER+ consortium is creating a Community of Practice in which the various types of stakeholders are encouraged to work together, to share knowledge and best practices that will eventually facilitate the faster market uptake of solutions in the Crisis Management domain. In particular, the Community of Practice aims at enhancing the application of research outcomes and the creation of solutions as this link is currently weak. The cornerstone of the Community of Practice is the Crisis Management Innovation Network Europe (CMINE). In the light of the above, the goal of the CMINE is not to create yet another crisis management network or platform, but to serve as an overarching body that aims to connect existing networks and initiatives in order to better synchronise their work and increase efficiency. The CMINE therefore does not compete, but complement and connect existing initiatives. To this end, the CMINE has two main objectives. First, the exchange of solutions and best practices sharing and secondly to engage networks and solution providers to work with the Trials and test-beds. The Trials are at the heart of DRIVER+ and are a unique selling point or incentive for practitioners to join the CMINE. The envisaged engagement strategies therefore focus on promoting active participation in the Trials and using the network to share knowledge and best practices in general. The CMINE aims to tackle the loss of valuable information and insights and strengthen the field of Crisis Management and to facilitate information and knowledge sharing by creating links between policy makers, researchers, practitioners, civil society, industry and media. Stakeholders from various backgrounds will be able to cooperate on specific themes. The broad variety of knowledge and practices that the stakeholders bring to the table will eventually help them to formulate novel and innovative solutions for issues that challenge the Crisis Management domain. These exchanges that take place on the platform will tighten the Crisis Management network and by doing so, they strengthen the Crisis Management cycle in all its phases (prevention/preparedness, detection/surveillance, response/recovery). While the CMINE is a crucial element of the DRIVER+ project, the platform will continue to exist after the DRIVER+. The CMINE is designed to outlive the DRIVER+ project; it goes beyond the project by having a strong focus on the long-term perspective. The network of stakeholders that is created around the CMINE will continue to exist and be used even after the DRIVER+ project ends. By having a solid strategy focused on sustainability, the CMINE aims at becoming a self-sufficient platform that is driven by the exchanges among the stakeholders. As challenges in the domain of Crisis Management will not seize to exist, the CMINE will continue to be relevant and needed. The detailed setup of the CMINE online platform and how stakeholders can participate in the platform, will be described in the upcoming CMINE strategy paper, which is currently being developed and whose initial version will be documented in D953.11 - Enhancing the shared understanding of CM – progress report n°1 (M46). The stakeholder engagement process will essentially follow the steps described in this paper.

3.2.1 The Online Community Platform

The Online Community Platform (OCP) will act as the online “meeting place” for the members of the Crisis Management Innovation Network Europe (CMINE) to interact and share information, experience and best practices. The OCP will be used for structuring the CMINE by overcoming the limitations of time and distance that may otherwise deter participation in engagement. It also provides stakeholders with a level platform from which to partake in dialogue. This is particularly useful in allowing for anonymity, which may encourage greater stakeholder involvement.


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The OCP will also provide a vehicle for liaising with related research and innovation projects. Relationships with the consortium partners and with other Community members via the OCP will facilitate the discussions and working relationships, which will include being invited to present DRIVER+ results and successes at other projects’ events or international conferences, or the other way around: to participate and present their work in DRIVER+’s events. The OCP will contain details of the DRIVER+ project, relevant documents and results, a calendar with upcoming events, discussion forums on different subjects, videos and a Frequently Asked Questions (FAQ) section. The OCP will also provide the mechanism used to: Send out Newsletters to the target audiences, Identify relevant experts, practitioners, solution providers to contribute to the project activities (e.g.

speakers at events, etc.), Invite the broader Community members to attend project events, such as the I4CMs, Policy-Research

Dialogue roundtables, Final conference, Workshops, Trials and final demonstration, Drive discussions and knowledge sharing and therefore benefit all Community members from the

shared experiences and lessons learned. The OCP will provide a platform to continue the discussions beyond the face-to-face events, therefore also allowing the storage of relevant information and the access to a wider knowledge base. It is to be noted that the aim of the OCP is not to duplicate tools that exist already in the disaster and crisis management domain, but to complement the existing tools by providing additional features that are needed to foster and grow this Community of Practice in Crisis Management. Close liaison with ongoing initiatives providing similar tools will be established to ensure this complementarity.


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4. Key messages to identified stakeholders (What?)

Developing and transferring concise, key messages is crucial to achieve a successful communication. Messages are the essence of what we want to communicate; they are the key points that we want to get across to the four tier key stakeholders who will better receive the messages when they are tailored specifically for their interests and needs. Consequently, DRIVER+ aims to define and customise the messages to be transferred according to the classification of these groups: simple, clear, straightforward text for the public, more scientific for academic community, more technical and market oriented for industries and potential end-users. The message component of the Dissemination and Communication Strategy comprises the set of arguments, reasons and facts to be used to convince the targeted audiences of the value in using DRIVER+ results. Key messages are intended to deliver relevant and meaningful content suited to communicate the DRIVER+ value proposition to each of them. DRIVER+ intends to produce a wide range of outputs throughout its lifetime. The communicable outputs or results relevant for Dissemination and Communication purposes have been identified per Work Package and the corresponding value proposition for each of the target group has been defined, which is presented in Table 4.1 hereafter, to support the production of targeted messages, especially towards the 1st and 2nd tiers of stakeholders.


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Table 4.1: DRIVER+ key outputs and value proposition per type of stakeholder (Focus on Tier 1 & 2)

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SP91 – Project Management

WP911 Outputs related to the lessons learnt at project level

Identification and description of lessons learned on the overall project activities

To have access to working practices shared may have immediate impact on organisation’s way of working; To enable capacity building improvement and innovation management within practitioner organisations.

To gain a better understanding of the lessons learnt and to be able to influence direction of, or decisions in, current or future policies.

To gain a better understanding of the lessons learnt that can be used to impact on technical or scientific development.

To receive results and feedback following a Trial that could be incorporated by solution provider in its own product development;

To allow DRIVER+ to share its best practice (lessons learnt) with other projects for synergistic gains.

Achievement of the DRIVER+ project toward its objectives, recommendations for future calls for proposals activities as well as recommendations for future European Framework Work

To have access to the achievement of DRIVER+ objectives; To allow positive re-enforcement of DRIVER+ and other research projects. Input for future work

To gain a better understanding of the relevant for future influence on policies.

To enable identification of research gaps, utilising the Test-bed infrastructure for further research.

To have access to opportunities to further improve products/services; To receive input for development of new products/services.

To receive feedback of achievement of objectives directly relevant for future projects, demonstration activities and European Framework


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Programmes programmes, and intermediary recommendations for FP9

Programmes.

WP912 Outputs related to the involvement of external stakeholders in DRIVER+ Trials

Set up of a Platform for External Cooperation to help the project identify and register project external experts, practitioners and solution providers to be invited to participate in the project.

To enhance the network and to share best practises and lessons learnt with other practitioners. Learn about new and innovative solutions supporting their operations

To improve access to experts for consultation and review. To receive recommendations for standard development and findings on the effectiveness and usability of solutions, and added value in other countries and European actions and mechanisms.

To have a better access to relevant partners for research projects, pool of participants for Trials/ experiments. To receive valuable feedback and response from end-users on their products and solutions.

To have access to potential customers (i.e. business opportunities), improvement of products/services based on professional feedback. For SMEs: To enhancing functionalities of products through integration of solutions.

To have access to explicit opportunities for synergies, sharing of networks.

Conduct of surveys to identify strengths and weaknesses with respect to the inclusive approach followed by the project. Outcomes of the involvement of external

To imply a better alignment of practitioner involvement in research and innovation projects.

To have access to better describing conditions for practitioner involvement in FP9 / other calls; To take practitioners

To facilitate a better inclusion and involvement of (external) practitioners and solution providers in the design of research

To imply a better alignment of (external) industry and SME involvement in research and innovation projects.

To understand how to implement an external cooperation budget adequately, enhancing the flexibility of the


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stakeholders in DRIVER+ Trials and lessons learned for potential improvement of future activities of the kind.

needs into account for research programming.

projects. project.

WP913

Outputs related to Societal Impact Assessments

Development and delivery of a structured methodology – a framework – for conducting societal impact assessments (SIA) of the positive and negative unintended side-effects and impacts that CM solutions can have on society at large, as well as a guide (with assessments) exemplifying how this framework can be used.

To be able to assess solutions, and the functions that they have, in terms of Societal impact before deciding to use/buy the solutions.

To gain a better impact understanding on society at large/ policy implications within the implementations of the solutions; To improve acceptance of policy by society / citizens.

To improve uptake / implementation of research results within society; To better address societal challenges.

To have the full knowledge before designing a solution/ Being aware of a new tool to design and propose the solutions. Increased acceptance of their solutions, and thus better market advantage, based on a better understanding of how to assess the functions of potential solutions before designing it.

To have access to the framework, the guide and the training modules meant to be sustainable beyond DRIVER+, and to be directly relevant for the design of future solutions as well as the integration of societal impact aspects in future projects.

Development of Training modules for Societal Impact Assessment, describing the training approach and

To receive material to train their own staff, in a very practical way, in how to assess the

To receive material to train their own policy staff how to assess the functions of a certain

To train research staff in research designs taking potential negative societal

To receive material describing in a very practical way how to assess the functions of

To train research staff in research designs taking potential negative


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actual modules, which will be usable and relevant beyond DRIVER+

functions before deciding to use the solution. And to specify the requirements the solutions need to meet.

crisis management solution before deciding to formulate and/or implement policy measures.

impact into account. the solutions before designing and proposing them.

societal impact into account. Exchange lessons learned on how to do this.

WP922 Outputs related to the development of the Guidance Methodology and Guidance Tool

Creation of a consolidated view on the current and future gaps in CM (Mitigation, Preparedness, Response and Recovery)

To gain a better understanding of gaps and information sharing within the community on how these gaps may be covered.

To provide input for further research on gaps in Crisis Management.

To enable comparative analyses with on related project on gaps assessment.

Development of a methodology handbook aiming at providing the guidelines and the structure containing all necessary steps towards a successful execution (incl. design) and evaluation of a Trial.

To have access to a pragmatic step-by-step approach to carry out Trials through a systematic and robust methodology; To learn about an innovative methodology for trialling socio-technical innovations for CM in a realistic and multi-stakeholders setting;

To learn about an innovative methodology for trialling socio-technical innovations for CM in a realistic and multi-stakeholders setting; To receive open set of KPIs to assess solutions in the CM domain.

To identify innovations.


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To have access to training modules on how to apply methods.

Specification of requirements for the development of a Guidance tool aiming at supporting the above mentioned methodology

To have access to guidance tool to carry out trails and identify lessons learned and evaluation approaches.

To receive recommendations how to use a guidance methodology tool in research projects

Recommendations for

further extension and improvement of the Guidance tool after the end of the project

To receive best practices on how to use methods using an ad hoc tool which has been validated throughout the entire project cycle.

WP923 Outputs related to the development of the Test-Bed infrastructure

Release of the Test-bed infrastructure’s functional specifications/requirements (and references to practical uses), based on the lessons learnt from previous Trials and existing studies from

To enable replicability across practitioner’s types and States, thus leading to time effectiveness, cost effectiveness, and consistency.

To acquire the knowledge of Test-bed to adapt to the requirements.


To enable replicability, thus leading to time effectiveness, cost effectiveness, and consistency.


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other projects

Design, validation and delivery of an open source reference implementation of a Test-bed, allowing Trial owners to adapt it quickly to suit the specific needs of the Trials.

To enable replicability across practitioner types and States, thus leading to time effectiveness, cost effectiveness, and consistency.



To have a template of reference implementation to develop their own if they have similar exercises in their project.

Development of a support toolkit, including (i) support tools for ICT solutions to allow experimenters to quickly adapt the Test-bed and reference implementation to the Trials’ needs, and (ii) online documentation for the users

To gain a better knowledge on the solution trialling process in terms of planning and recommendations.

WP924


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Design and organisation of training modules to facilitate the use of the Guidance tool and methodology by ensuring their correct understanding, effective utilisation and implementation

To enable replicability across practitioner types and States, thus leading to time effectiveness, cost effectiveness, and consistency.



To have a template of reference implementation to develop their own if they have similar exercises in their project.

Lessons learnt and best practices on the setup of a Trial specific version of the Test-bed reference implementation

To receive recommendations on how to set up (from the technical perspective) a space for trialling solutions.

To receive indications on technical set-up needed to develop a test-bed.

SP93 – Portfolio of Solutions (PoS)

WP932

Outputs related to the design of the Portfolio of Solutions

Development of the functional design of the PoS

To know about the existence of the PoS, to learn how to use it and to adapt/improve it.

To build an understanding for the aims and importance of PoS (and the Guidance Tool) for the Crisis Management sector

To build an understanding for the aims and importance of PoS (and the Guidance Tool) as a source of information about User’s needs (gaps) and solutions.

To build an understanding for the aims and importance of PoS (and the Guidance Tool) for the Tool & Solution owners

To know about the existence of such a PoS, to learn how to use it and to improve/adapt it if needed.


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Creation of tutorials providing guidance to end-users on how to use the PoS

Learn how to use the PoS to design Trials and find solutions they may use

Learn how to use the PoS to document their tools and solutions and apply to Trials

Learn how to use the PoS (and the Guidance tool) in own projects

Conduct of trainings to test the PoS and extract recommendations on how to further improve its design and usability during and after the end of the project duration

Learn how to use the PoS to design Trials and find solutions they may use

Learn how to use the PoS to document their tools and solutions and apply to Trials

Learn how to use the PoS (and the Guidance tool) in own projects

WP933

Outputs related to the online Platforms developed within DRIVER+

Development and release of the PoS database and Guidance tool prototypes

To know that the tools are available in a prototype version and can be tested online. To know that the tools are open also for external Trial organisers

To know that the tools are available in a prototype version and can be tested online

To know that the tools are available in a prototype version and can be tested online

To know that the tools are available in a prototype version and can be tested online. To know that the tools are open also for external Tool & solution providers

To know that the tools are available in a prototype version and can be tested online. To know that DRIVER+ team is offering the tools also to external projects.

Release of the final versions of the PoS database and Guidance

To know that the tool development has been finalized and the tools

To know that the tool development has been finalized and the tools

To know that the tool development has been finalized and the

To know that the tool development has been finalized and the

To know that the tool development has been finalized


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tool and their respective installation and maintenance manual

are available for their use – also outside the project

could be used in the “real world”

information on design decisions, lessons learned and DRIVER+ Trials and solutions is available online

tools are available for their use – also outside the project

and the tools are available for their use – also outside the project

Identification of remaining issues, if any, to be considered after the end of the project duration

To understand the issues and limitations for using the tools after the project end





Establishment of a DRIVER+ Helpdesk to support the PoS and Guidance tool’s users

To know that they can expect to be helped in their work by the help desk

To understand the methodology and the effort needed to assure smooth running of the PoS and the Guidance Tool


To know that they can expect to be helped in their work by the help desk


WP934

Outputs related to the adaptation of CM Solutions within DRIVER+ context

Identification and analysis of Solution legacy

To know what was available in term of solutions and to be informed about the adaptation of current solutions.

To understand the aims and value of the DRIVER+ methodology and tools

To understand the aims and value of the DRIVER+ methodology and tools.

To be informed about the Trial requirements and the CM solutions that were adapted within DRIVER+ / To adapt the solutions

To be aware about the CM Solutions identified within DRIVER+ and to be re-used within other projects.


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they propose.

Adaptation of current Solutions (through several tools)

To know what was available in term of solutions and to be informed about the adaptation of current solutions.

To understand the aims and value of the DRIVER+ methodology and tools

To understand the aims and value of the DRIVER+ methodology and tools.

To be informed about the CM solutions adapted within DRIVER+ / To adapt the solutions they propose.

To be aware about the CM Solutions identified within DRIVER+ and to be re-used within other projects.

SP94 – Trials and Final demonstration

WP941 Outputs related to the evaluation of the Trials and final demonstration

Conduct of Trial concluding workshops and surveys to monitor the effectiveness and usability of the demonstrated solutions and Methodology. In particular, the potential added value of solutions in other countries and/or specific European actions and mechanisms, as well as on respective pitfalls and barriers for their implementation (and how these may be overcome).

To access on demonstrated solutions in terms of information usability and effectiveness; To uptake of the most appropriate solution; To familiarise with proposed methodology.

To be aware of replicability; To have a better definition of future work programmes; To be aware on regulatory gaps.

To familiarise the community with the proposed methodology.

To have feedback on their solution for improvement and better knowledge of their competitive environment and potential buyers.

To be aware about lessons learnt and replicability.


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Usefulness of Guidance Methodology, Guidance Tool and Methodology Handbook for the stakeholders.

WP942

Outputs related to the integration of selected and appropriate solutions for the Trials

Launch of a call for application for external solutions and reports on the developments

To get aware of current solutions on the market or under development.

To identify new policy needs and to take current development into account for future policies.

To assess their solutions by end-users.

To assess their solutions by end-users.

To assess the solutions, create synergies with related projects and increase impact of findings.

Development of training methods and material for the use of the DRIVER+ solutions in Trials

To enhance the understanding of the solution and its usage.

To align training methods and materials with policies.

Handy information to share with future clients.

To share handy information with future clients.

To reuse the methods and material.

WP947

Outputs related to the final Demo

Processes of the planning and organisation of the final demo

To use the created DRIVER+ Methodology in practice.

To get to know the process of creating exercises/Trials in accordance with the Methodology.

First impression evaluation To share with their To share with their To share with their To share with their To share with their


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perception of the added value of the solutions.





SP95 – Impact, Engagement and sustainability

WP952 Outputs related to the knowledge dissemination activities

Outcomes of the final conference

To be aware of the main results of the project; To have the opportunity to meet other stakeholders.

To be aware of the main results of the project; To meet the community.

To have access to the results; To meet the community/other stakeholders.

To have access to the main results of the project; To meet their peers/other stakeholders.

To have access to the main results of the project; To meet the community.

WP953

Outputs related to the facilitation of a shared understanding in CM

Establishment of a dedicated Community of Practice and production of the strategy and implementation plan + options on how to maintain the Community after the end of the project duration

To be aware of the existence of the platform and to be involved in the "maintain plan" of the community; To be a key stakeholder within the 3 roundtables discussions

To be aware of the existence of the platform; To be a key stakeholder within the 3 roundtables discussions.

To be aware of the existence of the Community of Practice and to be involved in the "maintain plan" of the community; To be a key stakeholder within the 3 roundtables discussions.

To be aware of the existence of the Community of Practice and to be involved in the "maintain plan" of the community;

To be a key stakeholder within the 3 roundtables

To be aware of the existence of the Community of Practice and to be involved in the "maintain plan" of the community; To be a key stakeholder within the 3 roundtables discussions.


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discussions.

Outcomes of the Policy-Research Dialogue roundtables

To be aware and make the best possible use of the outcomes of the Policy-research Dialogue roundtables.

To be aware and make the best possible use of the outcomes of the Policy-research Dialogues roundtables.

To be aware and make the best possible use of the outcomes of the policy research Dialogue roundtables.



Production of annual reports aiming at analysing and identifying best practices and highlighting success stories derived from the project activities but also beyond, suggesting future research activities, deriving policy and regulatory recommendations, etc.

To be aware of success stories; To use the suggestions for the implementation of future activities.

To be aware of success stories; To use the analysis to improve actual policy/regulations.

To be aware of success stories; To use the analysis and suggestion for the implementation for future research activities.

To be aware of success stories and use them according to the market needs.

To be aware of the success stories and use them for the implementation of future activities.

Set up of the Online Community Platform to structure the Community and help practitioner organisations, experts,

To be involved in the Community of Practice during the lifetime of the project and to remain in touch with the

To be involved in the Community of Practice during the lifetime of the project and to remain in touch with

To be involved in the Community of Practice during the lifetime of the project and to remain in

To be involved in the Community of Practice during the lifetime of the project and to remain in

To be involved in the Community of Practice during the lifetime of the project and to


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solution providers, policy-makers, and other stakeholders in the field, to communicate and share information and experiences. This tool will also be used as the Platform for External Cooperation (WP912/WP913) allowing to easily identify, from the pool of registered members, knowledge, expertise and suitable external solutions to be involved in the project.

community of stakeholders beyond DRIVER+.

the community of stakeholders beyond DRIVER+.

touch with the community of stakeholders beyond DRIVER+.

touch with the community of stakeholders beyond DRIVER+.

remain in touch with the community of stakeholders beyond DRIVER+.

Outcomes of the I4CM events

To meet a huge network of solutions providers, policy makers; To exchange about their needs and to be aware of available solutions.

To meet the network of practitioners and solutions providers; To understand the different needs To be aware of available solutions.

To meet the network of practitioners, solutions providers and policy makers; To understand the different needs; To be aware of available solutions.




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Outputs related to the sustainability of DRIVER+ outcomes

Development of a long-term sustainability plan to maintain the Test-bed, providing clear directions for its continuous enhancement, together with a set of recommendations and actions regarding the involvement and integration of external stakeholders in the system.

To use the test bed on a long term basis and improve it; To have access to the set of recommendations.

To use the test bed on a long-term basis and improve it; To have access to the set of recommendations.

To use the test bed and design products in consequences on long term basis.

To be aware of the sustainable model of the test bed and make it an example.

Development of a sustainability framework for the PoS, including sustainability mechanisms to ensure its uptake by external practitioners’ organisations and solution providers.

To use the PoS on a long-term basis and to ensure its uptake.

To use the PoS with a long-term vision and to ensure its uptake.

To use the PoS on a long term basis and to ensure its uptake.

To be aware of the sustainability of the PoS and to ensure its uptake.


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WP955 Outputs related to the standardisation activities

Analysis of existing standards, standardisation activities and potential

To be aware of potential and existing standards in CM.

To be aware of potential and existing standards in CM; To use results the development of new standards and the revision of old ones.





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The key messages will be deployed and refined with a different focus along the project lifetime (see section 6):

START-UP PHASE (M41-M60): The project has restarted …; the objectives of the project are …; the potential impact of the project is ...; the legacy from the past phase is…

DEMONSTRATION PHASE (M45-M72): Partners are working on the development of … Preliminary results are …

SUSTAINABILITY PHASE (M50-M72): The project achievements are …; The impact of this developments is ...: Lessons-learned and recommendations are …


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5. Dissemination and Communication tools and channels towards engagement (How?)

Tools and channels for engaging with the identified stakeholders of the project can be very diverse, and will vary depending on the objectives but also the types of stakeholders and their relevance for the project, as well as the moment in time the engagement should take place, etc. Some of the tools will be useful for engaging in dialogue and get feedback from stakeholders while some others will be more efficient to provide information in a one-way direction. Stronger collaboration can be achieved with tools oriented to motivate participants in a more direct, interactive way. The aim of this section is to give a comprehensive overview on the engagement tools and channels that are more frequently used in the framework of research and demonstration projects such as DRIVER+.

5.1 Dissemination tools and channels

In order to successfully convey the messages to the respective target audiences and reach the highest possible impact, a two-level approach will be followed: Online tools and channels Offline tools and channels By dissemination tools we mean all material support used to present the content of the project to an external audience. By dissemination channels we mean all media through which the project results are conveyed and relayed to the target audiences. Important - Some of the dissemination tools and channels will also be used for communication purposes. In particular, internal and external dissemination tools and channels are distinguished, as displayed in Table 5.1:

Table 5.1: Dissemination Tools and channels

Dissemination Tools and Channels Internal External

Project website

Online Community Platform

Other websites (partners’ website, EC services, etc.)

Social media and professional networks

Project events

Other Crisis Management related events

Targeted publications and scientific magazines

Mainstream media (online, newspapers, radio, tv)

Mailing lists and contact databases

As displayed in the table, some channels can be both internal and external: this is the case of social networks and mailing lists or contact databases. In the first case, project results will be disseminated through the LinkedIn and Twitter groups created on purpose for the project (internal channel) and through external groups that can be of interest to DRIVER+, either because they are related to Crisis Management or because they belong to related initiatives and programmes (external channels). In the case of mailing lists and contact databases, the DRIVER+ project is building the contact network inherited from DRIVER that will be an internal resource of the project used for targeted communications and for expertise identification purposes as well as supported the implementation of the CMINE and the OCP. In addition,


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each partner will use its own database of contacts to disseminate information on the project to their networks.

5.1.1 Online Dissemination and interaction

5.1.1.1 The DRIVER+ project website

Websites constitute key communication tools designed to promote visibility and public engagement. Today, a website is a part of the visual identity of a project, a business, and an institution, presenting a concept, a vision, objectives and activities. It is accessible by the public at large, on multiple types of supports (laptop, tablets and smartphone). A dynamic website, benefiting from an eye-catching design and an easy way to navigate, is an important part of the strategy for raising awareness. The new project public website (www.driver-project.eu) (T952.3) is designed and maintained by ARTTIC. It was decided to revamp it in order to improve the users experience, align it with the new visual identity of DRIVER+, and better highlight the project activities, findings and expected outcomes. Though the initial website was improved in year 2 following the recommendations provided by the project partners, the design options chosen for the implementation of this initial version of the DRIVER public website showed its limitations. The new website will be linked to the OCP and other online tools/content developed within the DRIVER+ project (e.g. the PoS) and by other related on-going initiatives. Furthermore, it will be complementary to the use of social networks and every effort will be made to make the project website active for at least three years after the end of DRIVER+. The features of the DRIVER+ website can be broken down as follows:

Purpose The main purpose of the website is to be the public image of the project as well as the main online access point for the different target groups. It will be also used as an entry point to register to the Online Community Platform. Taking part in the strategy for raising awareness, the DRIVER+ website will constitute an information source for highlighting projects objectives, outcomes, collaboration opportunities and relevant updates in the field of Crisis Management. According to the same line of reasoning, the website will benefit the repository of information by storing and making available project resources and publication to general and specialised public and reviewers.

Characteristics

The style must be dynamic. The project is not research-oriented but rather practice-oriented, just like the website, involving and fostering interaction – through Trials, forum discussions via the Online Community Platform, workshop… Therefore, the homepage features call-to action, animated icons, Tweet feed, Testimonies, Infographics. These visuals encourage the visitor to navigate throughout the different pages with an intuitive and user-friendly navigation. The website design is modern, appealing using latest state-of the art functionalities offered by WordPress, the most popular community management software. Finally, the website is optimised for the search engines and a Google analytics code is installed in order to monitor user activities and provenance.

Categories The homepage is meant to give a clear overall view of what the project is about and guide the visitor towards the sections he is interested in. The main information is clearly summarised and organised in categories, included in the main navigation bar which contains, at present, the following items: About the project Collaborate with us Library News Contact


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5.1.1.2 The Online Community Platform

The Online Community Platform (OCP) is described under section 3.2.13.2.1 of the present document

5.1.1.3 Mailing lists and contact databases

Stakeholders directly involved in the project’s activities may receive sporadic, specific communications by e-mail, directly from the partners in charge of each of the sectors (see DoW – T953.1 on liaison activities), with targeted information regarding project events, major results obtained or milestones achieved, Trials etc. In order to avoid email spam effects, i.e. recipients getting overflowed with emails that are not relevant for them, such communication will as much as possible go through partners involved in DRIVER+ which already have a connection with the specific stakeholder groups. This approach should also make it easier to engage and build relationships with external stakeholders, as the engagement builds on an already well-established connection.

5.1.1.4 Online media and related strategy

Promoting DRIVER+ outputs to the online general and specialised media (professional publications) will help to build and increase awareness of DRIVER+ across the crisis management field and the general public in the EU. The goal is to generate positive media coverage for the project at local, national and EU levels (and even beyond). Communicating the major outputs of DRIVER+ to the community of crisis management and resilience and to the general public by underlining its potential direct benefits for the wider EU civil protection community but also for the EU Member States and ultimately the EU citizens, is essential to ensure that the project does achieve its expected impact. The idea here is in particular to strengthen public understanding of the importance of innovation in crisis management, in addition to building shared understanding amongst stakeholders. To that end, local, national, European and international media must be informed regularly about the project activities, progresses and outputs, and should be invited to the DRIVER+ major events. Media coverage should focus on impact rather than on products. The core messages of DRIVER+ (as defined under section 4 of this report) must be used and tailor-made to the specific media targeted: it is important to create appealing content and package it appropriately to the general or media specialised in specific fields of interest and with certain coverage. It is in particular essential that the information provided to the media is concise and focuses only on important achievements, more likely to raise interest amongst the CM community and citizens. The first step is to identify and establish links with publications and broadcast organisations at local, national, European and international levels. They will be approached and asked to disseminate prepared DRIVER+ stories, reaching beyond the research community and addressing both general-interest and specialist media. A list of online media is currently being established and will be regularly updated. It includes National, European and international generic and specialised media, in particular those focusing on new technologies and covering the crisis management sector. Annex 3 presents the DRIVER+ preliminary list of online scientific journals, e-journals and e-newsletters. Besides, all partners will be asked to provide information on the project progresses and results in view of dissemination.


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5.1.2 Offline Dissemination

5.1.2.1 Public deliverables

Project public deliverables (125 in total and cumulating both DRIVER and DRIVER+) will be key documents for disseminating project findings: these documents will contain a detailed description of the project’s results (and their wider societal implications) and, once submitted to the EC, they are published online to the CORDIS portal by the Project Officer and to the project website, allowing to make the results of the project accessible to the public at large. The DRIVER+ Grant Agreement contains relevant provisions regarding communication, including the submission of mid-term and final progress reports (management deliverables), which are public and include a publishable summary that is understandable for a lay audience.

5.1.2.2 Project publications

The DRIVER+ consortium commits to release tailored publications showcasing project outputs, in open access and peer-reviewed journals or specialised magazines. They will be prepared each time the project has key findings to disseminate. Those publications will be based on the results of the activities, including but not limited to Guidance Methodology and Guidance Tool, the Test-Bed infrastructure, training modules, the design of the Portfolio of Solutions study reports, recommendations, lessons learnt, events and outcomes. The DRIVER+ consortium has already identified a preliminary list of publications, as detailed in Annex 3 of this document.

5.1.2.3 Mass media strategy

A specific mass media strategy will be applied to ensure efficient support to the three main event types in DRIVER+ which are: the four Trials, the two I4CM, and the Final Demo. Each event will be promoted and supported by a mass media campaign, closely linked and supported by the social media strategy (see section 5.2.4), which can be divided into three main phases: before the event, during the event and after the event. A retro-planning of actions related to mass media (but also social media strategy) will be developed by PSCE before each of the events in order to have a structured strategy as well as points of references in time. 1. Trials (June & October 2018, May & October 2019) Trials put forward innovative solutions in Crisis Management addressing specific themes, and it is therefore essential to identify the proper media outlets and publications with the right audience which can be interested by this type of exercise. Media to be targeted: specialised media in the field of crisis management. Long-term media partnerships are sought with these specialised publications. A three-phase plan will be put into place: Before the event: As soon as the themes/solutions to be tested in the Trials are confirmed, DRIVER+ will identify the

appropriate media outlets and publications to ask them to provide their readers with an announcement/advanced notice about these events; this must be done 3 months before the event.

Once the solutions are selected, DRIVER+ will establish cooperation with the Press Relation departments (if any) of the Trials owners/providers of innovative solutions to establish complementary communication actions in order to raise maximum awareness amongst the targeted media on the DRIVER+ Trials.

Provide media outlets/publications with documentation about the event ahead of the event (two days to one-week before the event). Distribute a before-the-event Press Release.


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During the event: invite the right media outlets/publications to cover the event; After the event: provide the targeted media with a press release providing some background, summarising

the outcomes of the event and announcing the next Trial event. 2. Innovation 4 Crisis Management events (June 2018 – December 2018) I4CM events are aimed at gathering the Crisis Management community at large, putting forward the latest innovations in Crisis Management. Media to be targeted: specialised media in the field of crisis management. A three-phase plan will be carried out: Before the event: Establish cooperation with the Press Relation Departments (if any) of the event host(s) to multiply the

impact of the campaign. Promote organisations and new initiatives as well as the event itself beforehand, through appropriate

media outlets and publications, by providing them with documentation on the added-value of DRIVER + in the context of these I4CM events. This must be done three months before the events.

During the event: invite the right media outlets/publications to cover the event. After the event: provide the targeted media with a press release and a link to the event proceedings, providing some background and summarising the outcomes of the event. 3. Final Demonstration (November 2019) The Final Demonstration aims to create the largest impact possible by showcasing DRIVER+ achievements to a large audience comprising industrials, researchers, crisis management professionals, policy makers, and civil organisations and the press; both EU and externals stakeholders. Media to be targeted: specialised media in the field of crisis management, general media with no specific focus on the topic of crisis management. A three-phase plan will be implemented: Before the event: Identify & Promote DRIVER+ most significant achievements in view of the final demonstration. As soon

as these achievements are identified, DRIVER + will disseminate to the whole list of media and publications an announcement/advanced notice about this event; this must be done three months before the event.

Continue cooperation with the Press Relation Departments (if any) of the solutions providers to multiply the impact of the campaign.

Produce a Media Package for this event, including all the relevant documentation about DRIVER+, the previous Trials and the final demonstration as well as the appropriate promotional materials, towards all media outlets/publications (two days to one-week before the event). Distribute a before-the-event Press Release.

During the event: invite the right media outlets/publications to cover the event; After the event: provide all media outlets and publications with a press release providing some background and summarising the outcomes of the event.

5.1.2.4 External channels

Project results and activities will be disseminated on a series of external websites for awareness purposes. The project will also target a specific audience for a deeper understanding of the project or project specific aspects. Important: some of the dissemination tools and channels will also be used for communication purposes. Several types of external channels are introduced below: DRIVER+ partners’ website and social networks;


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EU and EC websites and social networks; Topic specific websites; Websites of related ongoing FP7 and H2020 projects targeting Crisis Management; Generalist and Crisis Management focused websites for news press releases and event promotion, etc. All DRIVER + partners must actively engage with their own media contacts and develop external relations as well as use their internal communication channels to reach media. All DRIVER+ partners must provide media contacts, and they will be supported by PSCE and ARTTIC in order to make the most of their local outreach and use their own network resources as efficiently as possible. Moreover, Project partners will whenever possible contribute to Journals blogs, and newsletters targeting a larger public with shorter articles and news, as well as to policy-oriented publications to enhance the project outreach to policy-makers. To that end, a Point of Contact for media relations has been nominated within each DRIVER+ partner to assist in identifying suitable media and they will be supplied with material ready for circulation to journalists and media outlets (see Annex 5).

5.1.3 Dissemination via events

In the two next sub-sections, we distinguish between events those organised by the DRIVER+ project and those external to the project but related to its main objectives. DRIVER+ events constitute the core of the project’s engagement activities, while third party events may significantly contribute to find and bind ties with potential participants and multipliers of the project’s activities and outcomes.

5.1.3.1 Project events

Project events will serve as dissemination support to the project objectives. They will help to spread the project outputs to the respective target audiences, facilitate valuable feedback from respective stakeholders and provide ground for discussion and brainstorming. Gaps Assessment Workshop The Gaps and Needs Assessment Workshop to be organised at M45 to review and identify what gaps exist today between the existing capabilities of responders and what is expected for effective and timely response. Target: Practitioners and experts in Crisis Management Trials workshop 0 Two editions of the Trial workshop 0 will be organised: During the first edition, several decisions will be taken with regards to the design of the Trials (acceptance of solutions, initial scenario development, global division of responsibilities, evaluation planning). Halfway through the project (after finalising the second Trial), an update of the initial workshop 0 will be conducted, this time dedicated towards the remaining Trials and the final demonstration. The events will take place as follows February 2018 (Poland) December 2018 (Denmark), back to back with I4CM#3 Target: Practitioners, experts in Crisis Management and solution providers Trials and final demonstration A series of four Trials will be organised during the project lifetime in order to test and operationalise solutions whose selection is based on updated Crisis Management gaps and practitioners needs. The Trials are planned as follows:


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Trial 1: June 2018 (Poland) Trial 2: October 2018 (France) Trial 3: est. May 2019 (Austria) Trial 4: est. October 2019 (The Netherlands) Target: Practitioners, experts in Crisis Management and solution providers Towards the end of the project, a Final Demonstration (Poland/Italy) will showcase selected solutions and their performance. It will also explicitly address the added value the European Commission and the Emergency Response Coordination Centre (ERCC) can bring into play in the particular crisis scenarios addressing these needs. The event will be built upon the results of the Trials and the lessons learnt from reference implementations and design validation of the Test-bed and will present the potential of a more integrated high-level CM system in Europe. Target: Practitioners, experts in Crisis Management, solution providers and policy-makers (DG ECHO, DG HOME, ERCC, etc.) Innovation for Crisis Management (I4CM) events Building upon the past two editions of the event, two additional Innovation for Crisis Management (I4CM) events will be organised in Warsaw and Copenhagen so as to address the Crisis Management practitioners and other stakeholders at regional level, therefore providing a relay towards the EU level and complementing initiatives such as the Community of Users. These I4CM events will be a unique local exchange forum on practitioners’ needs, a market-place to showcase solutions to address pressing regional issues to be solved, identify best practices, foster synergies, and address issues of common interest. Exchanges will focus on needs of practitioners, already available promising solutions to address them and those that are still to be developed. I4CM 3: June 2018 (Poland), in connection with Trial 1 or Dry-run 2 I4CM 4: est. December 2018 (Denmark), back to back with the updated Workshop 0 Target: Local practitioners, experts in Crisis Management, solution providers, policy-makers, related projects and initiatives. Policy-Research Dialogue Roundtables In order to strengthen the Policy-Research Dialogue on research and demonstration activities in Crisis Management, and to increase the EU added value of the DRIVER+ Trials, three Policy- Research roundtables will be organised. Their purpose will be to involve policy makers before the Trials and final demonstration, to allow exchanges on the potential EU policies to be addressed and the involvement of DG Home, DG ECHO/ ERCC staff members, but also after the events to allow exchanges on the results and potential policy implications. The timing of these activities is as follows: 1st Policy-Research Dialogue Roundtable: March 2018 on the occasion of the Civil Protection Forum 2nd Policy-Research Dialogue Roundtable: est. December 2018 3rd Policy-Research Dialogue Roundtable: est. February 2020 Target: Policy-makers, related projects and initiatives Final conference DRIVER+ will produce a rich and diverse series of outputs of interest to a broad community of stakeholders. The outputs should, however, be seen in an integrated and not isolated manner, especially to allow synergies between them to be leveraged. A comprehensive presentation of the project results will be achieved through the organisation of the DRIVER+ Final Conference. The event structure will prioritise interactive and engaging sessions avoiding frontal presentations and a one-way flow of information. The


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event will be conceived to be appealing both to the Crisis Management community and to stakeholders coming from different fields, in order to maximise DRIVER+ untapped results. Target: All DRIVER+’s groups of stakeholders, including civil society at large

5.1.3.2 Contribution to third party events

The active participation in third party events will also be a major DRIVER+ Dissemination tool towards engagement. Personal networking remains a crucial routine for professional experiences and latest research developments’ exchanges. The DRIVER+ participation in external events will: (i) increase its visibility and impact; (ii) develop synergies with related initiatives and programmes; (iii) allow effective engagement with key stakeholders; and (iv) strengthen the community.

5.1.3.3 Contribution to third party publications

Moreover, publications in scientific journals and conferences with topics relevant to the research and innovation work will target the scientific communities directly or indirectly in the scope of DRIVER+. These activities will reinforce the awareness about the project, therefore enabling DRIVER+ to leverage other research projects, foster cross-project cooperation and provide a fundamental means of peer-reviewing of the DRIVER+ scientific approaches. Therefore, publications will be prepared each time the project has key findings to disseminate. A detailed list of identified conferences and journals for dissemination of the DRIVER+ results can be found in Annex 5 of the deliverable.

5.1.4 Cooperation with related projects and initiatives

Cross-promotion and synergies with related on-going Initiatives will be sought and developed all along the project activities and its duration. Fostering mutually enriching exchanges with interlinked programmes, initiatives and organisations will be a priority for the DRIVER+ consortium. Considering that DRIVER+ aims to make use of existing methods, procedures and tools in the area of CM, and that a major goal of the project is to engage with project external stakeholders both for gathering input and for evaluating outputs, collaborations with related projects and initiatives are essential. There are numerous ongoing activities in the CM area in Europe, and DRIVER+ aims to as much as possible supports the alignment of such activities in order to facilitate and promote exchange of information and uptake of innovation. The objectives of such cooperation are as follows: Identify synergies Foster connections with other communities that would be difficult to reach otherwise; Create long-term research collaboration; Increase project visibility; Maximise project impact; Peer-review project results Share knowledge on Crisis Management related topics; Share experience, best practices and lessons learnt on challenges encountered; Avoid work duplication; Identify new options for the sustainability of the tangible project results; Networking The following types of dissemination cooperation will be considered, but not limited to: Mutual promotion of events and news by exchange of announcements published on projects’ website

or newsletters; Mutual invitations to participate in and speak at project workshops and conferences; Joint organisation of events


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Joint applications for external events: booths, networking sessions, workshops, conferences; Joint publications Exchange of feedback on project publications and deliverables. A series of External Cooperation Workshops will be organised as side-sessions of DRIVER+ or third-party events, e.g. the I4CM events and the Community of Users and will aim to identify potential synergies and foster dialogue between practitioner organisations/networks, initiatives and research projects belonging to the wide spectrum of Crisis Management. The purpose of such events is not only to provide all participants with information about the objectives, the planned activities and the expected outcomes of the project, but also to initiate discussions on how, where and when DRIVER+ can best support their own initiative (and vice versa). The respective time-table for workshops on external cooperation will be developed and provided as part of the D911.31 - SP91 Coordination Report-2.

5.2 Communication tools and channels

Besides disseminating project results amongst the research community, policy-makers, practitioners and the private sector across Europe and beyond, DRIVER+ will make particular efforts towards communicating project information to a wider audience, including the civil society at large. The information provided in an easy-to-understand, non-technical fashion through the various communication activities will include: DRIVER+ key facts, objectives DRIVER+ events DRIVER+ outputs, outcomes and (expected) impact)

5.2.1 Project logo, visual identity and promotional material

The branding (colours and general graphic) of the previous phase of the project (DRIVER) has been changed in order to clearly mark the transition from before the suspension to the start of DRIVER+ (i.e., from old to new). More importantly, this external and highly visible development of the brand identity re-enforces the fact that the change has also been implemented across all other aspects of the project (e.g., in terms of approach, structure, objectives, activities, etc.). Therefore, in order to ensure that the DRIVER+ logo is well identified and to boost its visual identity, a new project logo has been designed. The symbol in the new DRIVER+ logo has been designed to illustrate graphically a tornado (which is representative of a disaster). The contemporary logotype uses a sans serif font, which communicate modernity and innovation to the viewer, both of which lie at heart of DRIVER+. A warm orange and dark steel blue have been selected for the logo colourways, as they communicate innovation and positivity (orange) and reliability and resilience (blue). Three distinct versions of the logo have been created, and will be used when appropriate. Using the logotype as a starting point, the visual identity has been completed with a graphical charter, providing project partners with information on the fonts to be used, the image processing and examples of promotional materials. The visual identity can be found in Annex 2 of the present report. Building upon the visual identity of the project, a pre-packaged set of promotional material for the project have already been developed and distributed through various mass media channels for publicity use. This promotional kit, designed by ARTTIC, includes a project leaflet, a standard PowerPoint presentation, a brochure as well as posters and roll-up banners, giving the partners the tools to reach large audiences in a short period of time. It is also made available on the project website for any media wishing to have access to straightforward and simple to understand information about the project. A project leaflet has been designed to promote DRIVER+ key concepts and messages. It includes clear

and appealing infographics, which can also be distributed on the web (social media, communities,


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partners’ networks, external blogs, etc.). Printed copies will be limited to the dissemination of information in external events where online promotion is neither possible nor sufficient;

A promotional brochure will be created to disseminate DRIVER+ main results and success stories. It will be shared online and printed only when necessary to be handed out at events. Specific thematic brochures will also be created by ARTTIC in support of the different activities of the project, and especially, the Trials and final demonstration.

A project roll-up banner will be used at events organised by the project or at events, to which the project has contributed. A poster will also be created. Both types of promotional material will be laminated in order to make them reusable and limit the need to reprint, saving budget. Specific posters and/or roll-up banners will also be created for the project events (e.g., Trials, final demonstration, I4CMs, etc.)

A standard PowerPoint presentation about the project provides a more detailed overview about the rationale, objectives, approach, events and expected outcomes of the project.

The project fact sheet, brochures, posters and roll-up banners will be uploaded in electronic format onto the project website as soon as it has been finalised and it will be easy to download and share. Specific promotional material will be created in order to support the promotion of the events and related outcomes.

5.2.2 Project website

The project website is intended to serve as a main dissemination as well as communication tool. It will be used as a gateway to diffuse project information as widely as possible. This website will include multimedia content and informative pages presenting the DRIVER+ partnership, objectives and activities. The dynamic website will benefit from an eye-catching design and will be easy to navigate on. It will be accessible by the citizens at large with tablets and smartphones and will be linked to and from other tools and content developed by other Crisis Management related on-going initiatives. (See section 5.1.1.1 for further information.)

5.2.3 Project videos

Easily shared on the web and displayed on wide screens at events, videos are also a very effective way to communicate about the project. Four short (<3 min) DRIVER+ videos will be produced: One at the beginning of the project, addressing practitioners, to promote the projects objectives and

challenges and to invite them to join the Community; One per Trial (with the expectation of Trial 4 due to timing constraints) to communicate about the

conduct of the events; Furthermore, one longer video (>3 min) will be produced towards the end of the project and

showcased on the occasion of the final conference to summarise the main outcomes of the project. It will be elaborated based on video footage shot during all the Trials, the I4CM events and the final demonstration.

Those videos, which will be uploaded on the project YouTube channel and the public website, will also be shared and used as much as possible by all project partners to raise awareness about and create interest in the project activities and main outcomes.

5.2.4 Project social networks and social media strategy

Nowadays, practitioners, industries, SMEs, the research community as well as public institutions invest most of their communication efforts into social media channels, such as Twitter and LinkedIn. This can be explained through the actual necessity to give access to information the simplest, quickest and cheapest possible way to the public. Also, social media tends to foster conversation and exchange at a more personal level than websites, therefore encouraging proximity, adhesion and awareness. They also provide new


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opportunities for citizens and stakeholder groups to be informed, identify common areas of interest, express and share opinions and demands. Social media, such as Twitter and LinkedIn, will be extensively used to enhance the project’s online presence in a way that complements other communication channels, and towards a twofold objective:

1. Build relationships and effectively engage with relevant stakeholders on a frequent and sustained basis to inform them about the DRIVER+ latest activities and achievements while stimulating dialogue between the project consortium and the outside world.

2. Provide relevant stakeholders and the Crisis Management community at large with the latest news and issues in the field of Crisis Management in Europe, to be perceived as an entry point channel in the field.

A Twitter account (@DRIVER_PROJECT), will give the public a glimpse of DRIVER+’s current activity, namely when publishing articles, giving interviews, organising or participating at events, conferences. Twitter is the perfect tool to engage with the public and foster interest in DRIVER+ activities, challenges and results. The Twitter account will be used to engage with external stakeholders at large. Content will be uploaded regularly, emphasising the latest news related to the project as well as the latest trends and developments in Crisis Management in Europe. This will be done in a way that encourages and facilitates bilateral exchange. Relevant hashtags will be used to increase the visibility of the Tweets (e.g., #publicsafety #emergency #emergencyservices #crisis #CrisisManagement #disaster #resilience #community #volunteers) A LinkedIn account was set up, aiming to promote the project’s activities in relation with professional networks, policy-makers, practitioners and industry representatives. It will be used to raise awareness about DRIVER+ main achievements as well as to target experts and professionals in Crisis Management and collect their feedback on specific issues. A YouTube channel has been created to disseminate the project videos, not only the infographics ones but also the videos shootings that will be made at each of the events organised by the project. The objective is to further utilise the video capabilities for effectively promoting project activities and outputs. The channel will allow us to present the project in a more meaningful, lively and friendly way. It will also allow us to create content to animate the social networks accounts and the website. While any event organised or attended by DRIVER+ will be communicated through social networks, each of the three main events in DRIVER+ (i.e., Trials, I4CMs and Final Demonstration) will be promoted and supported by a specific social media campaign which can be divided into three main phases: before the event, during the event and after the event. 1. Trials (June & October 2018, May & October 2019) Trials are Events where innovative solutions in Crisis Management under specific themes will be operationalised and tested. Emphasis should be put on the project achievement, making the process and the results known to the outside world. Before the event: As soon as the themes/solutions to be tested in the Trials are confirmed, they will be

announced and promoted on Social Media, targeting relevant stakeholders in the given themes/areas as well as the wider public in order to raise interest in the Trials. Social media posts will be delivered systematically at a frequency of one post per week until the beginning of the Trial.

During the event: The milestones of the Trial will be disseminated through social media, supported by relevant and eye-catching material (pictures/videos/interviews/links).

After the event: The results of the event/Trials and the Press Release will be disseminated through DRIVER+ social media channels after the event.

2. Final Demonstration (November 2019) The Final Demonstration (November 2019) aims to create the largest impact possible by showcasing DRIVER achievements to a large audience comprising industrials, researchers, crisis management professionals, policy makers, and civil organisations and the press; both EU and externals stakeholders.


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Before the event: Identify & Promote DRIVER+ most significant achievements in view of the final demonstration. Social media posts will be delivered systematically at a frequency of one post per week until the beginning of the Trial.

During the event: The milestones of the Final Demo will be disseminated through social media, supported by relevant and eye-catching material (pictures/videos/interviews/links).


3. Innovation 4 Crisis Management (June 2018 & December 2018) I4CM events are aimed at gathering the Crisis Management community at large, putting forward the latest innovations in this domain. Social media will be used in a way which highlights external organisations and new initiatives in Crisis Management while encouraging external engagement. Before the event: Promote organisations and new initiatives as well as the event itself beforehand.

Social media posts will be delivered systematically at a frequency of one post per week until the beginning of the Trial.

During the event: The milestones of the I4CM will be disseminated through social media, supported by relevant and eye-catching material (pictures/videos/interviews/links).


5.2.5 Newsletters

5.2.5.1 Internal

The DRIVER+ newsletters will be used to raise interest in the projects achievement, encourage dialogue with external stakeholders, drive traffic to the website, and ultimately provide an overview of the latest development in the field of Crisis Management in Europe. The following guidelines will be observed: Length: The length of each contribution should preferably not exceed 1000 characters including spaces

to avoid losing interest. Title: Each article should have an eye-catching, self-explanatory and, above all, interesting title. If

needed a subtitle can be added Content: Should be interesting, easily accessible and encourage interactions.

a. Avoid using project jargon and technical terms (i.e. SPx, WP, deliverable, etc.) b. Avoid abbreviations that will be unknown to an external stakeholder (i.e., DR2) and provide an

explanation for any that are absolutely necessary. c. The newsletter should be interactive and, whenever possible, invite users to register on the Online

Community Platform, share their opinion on a certain topic on Twitter or LinkedIn, or invite them to discuss the topic at an upcoming event.

d. Include images or infographics wherever possible to visually express the conveyed message. Diagrams and charts should be used sparingly and only if they are easily understandable.

Segmentation: as the project unfolds and more results are made available, the list of subscribers should be segmented, and the focus of the newsletter should be narrowed depending on the target groups to be addressed. This will ensure that the campaigns are considered of relevance by the different recipients, so that their interest towards the project and outcomes increases over time.

A mailing list will be created to allow DRIVER+’s interested stakeholders to subscribe to the project newsletter through MailChimp. MailChimp is a well-known tool designed to help community managers and communication officers in building tailored newsletters. By using MailChimp, the aim is to facilitate communication and give an appealing style to the project newsletter’s content. The user designs his/her


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own series of templates, in accordance with the content he/she wishes to disclose. Once a template designed and updated with the featured content, the user launches a campaign, selecting one or several persons from one or several groups within the mailing list, which allow segmentation and sharing of relevant information to specific groups, depending on the specific interest(s) they have in the project. The other advantage of this tool, on the top of its easy-to-access features, is that it also provides the partners with a series of powerful analytics related to the consultation of the newsletter.

5.2.5.2 External

News related to activities of the DRIVER+ project will also be shared through each partner institution’s own newsletter and communication channels. The same approach will be applied to related projects and initiatives. The aim is to help followers of each DRIVER+ partner having a focus on the running activity, the achievements and upcoming events in the project. By doing so, this shall foster interest and involvement at a local level, reaching an audience who might not have gotten directly in contact with the DRIVER+ project, ultimately helping to maximise the dissemination. The use of such local channels also allows promotion of the project in the local language, making the information available to an audience that otherwise would not have been able to access it.

5.2.6 Press releases

The DRIVER+ Press Releases will be used to inform all the targeted groups of stakeholders about the project's progress, raise interest in the project activities, drive traffic on the website, and ultimately strengthen the impact of DRIVER+ in the Crisis Management Community in Europe. Press Releases will be produced at key moments of the project, in particular: 1. For the DRIVER+ events (Trials, I4CM, workshops, roundtables, final demonstration, final conference).

a. Before these events to announce the date, location, target audience and objectives of these events and

b. After these events to present their outcomes and inform on the next stages of the project 2. When project milestones are achieved, if appropriate; A series of themed press releases – general project; Trial specific; Crisis Management specific will be drafted and the following guidelines will be observed: Relevant information: the information put forward must be carefully selected to make sure that it has

the potential to raise interest amongst the identified publications and broadcast organisations (not the case for all and every activities of the project);

Title: Press Release should have an eye-catching and self-explanatory title. If needed a subtitle can be added;

Length: the length of the Press Release should preferably not exceed a A4 page; Reader friendly: the information provided must be clear, concise and to the point:

i. Avoiding using project jargon, technical terms (i.e. SPx, WP, deliverable, etc.) and abbreviations that will be unknown to an external stakeholder (i.e., DR2) and providing an explanation for any that are absolutely necessary.

ii. Including images or infographics wherever possible to visually express the conveyed message. A template has been produced in M42 for the publication of the first DRIVER+ Press Release (see Annex 7). This template includes: The DRIVER+ logo, visual identity; A clear and reader-friendly layout which will be followed for all Press Release in the future; An invitation to share their opinion on Twitter or LinkedIn, or invite them to discuss the topic at an

upcoming event; The contacts to reach the project coordination team.


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Press releases will be sent in a personalised way to the list of media (generic and specialised, international / EU / national / local / corporate publications) active in the field of Crisis Management previously identified by PSCE. This list, available on the DRIVER+ SharePoint space and in Annex 3 of the present document, remains a living document to be strengthened throughout the project lifetime. Press Releases will be disseminated through MailChimp via segmented lists (specific and specialised media), to allow partners to keep track of the impact of the Press Releases

5.3 Mapping of engagement tools and channels to identified stakeholders

Selecting the most appropriate tools and channels will depend of course on the targeted stakeholder but also on the level of engagement to be achieved. Therefore, while planning the engagement strategy it is necessary to keep both factors in mind when considering the type of tools and channels at the project disposal. An attempt in that direction is provided in Figure 5.1, which lists a few tools and channels that can be of relevance for a project such as DRIVER+. It provides a suggestion on how DRIVER+ could approach the selection when unfolding its engagement strategy.


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Figure 5.1: Tools and channels to be used per Tiers of stakeholders

5.4 DRIVER+ Communication policy

The beneficiaries must promote DRIVER+ and its results by providing targeted information to multiple audiences (including the media and the public) in a strategic and effective manner. All partners are allowed and encouraged to communicate with interested third parties and to address to stakeholders and potential end users within the context of the project and in service of the project objectives. Any communication activity led by partners must indicate that it reflects only the author’s view and that neither the Research Executive Agency nor the European Commission is responsible for any use that may be made of the information it contains. In addition, all communication activities led by partners must be included in the biannual dissemination reports. In all external communications, a reference to the project and the European funding should be made, quoting the project acronym and the grant agreement number (607798), using the project visual identity and the European flag. Before major communication activities (such as contribution to third party events, press releases, scientific articles or the production of printed materials), partners must coordinate with the SP95 leader (ARTTIC) and the Project Technical Coordinator (TNO). If a communication activity is expected to have a major media impact, the Project Coordinator will inform the European Commission. All the communication guidelines and processes can be found in D911.11 – Project Handbook For scientific publications related to DRIVER+, beneficiaries must ensure open access (free of charge, online access for any user).


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6. The Engagement roadmap (When?)

section 3 details and prioritises the different types of stakeholders (“Who?”), section 4 defines the outputs to be communicated depending of their value proposition for the most important stakeholders of the project (“What”?) and section 5 describes the tools and methods to engage with them (“How”?). Attention should now be raised about the fact that the levels of engagement will differ along the duration of the project and it is likely that in many cases, engagement will only take place at specific times. In other cases, however, long-term interactions may be needed and adequate resources will have to be allocated to it. This timing can have an impact on the success of the engagement process, so it is important to carefully take it into consideration. The project can be divided into three main phases as introduced below. It is to be noted that these phases will all start at different points in time, but they will overlap each other until the end of the project. At the beginning of each phase, the DRIVER+ branding and the DRIVER+ messages will be reviewed to ensure that they still communicate the current messages (objectives, activities, results) about the project.

6.1 START-UP PHASE: Building awareness and interest in the wider Crisis Management community

6.1.1 Engagement level 1: Inform

The first phase of the roadmap is about raising awareness about the project objectives and activities to start attracting interest from all the targeted stakeholders introduced in section 3.1.1. It is the most important step towards the early engagement of external stakeholders in the project activities, but has to continue throughout the project.

6.1.1.1 Timing

The main period of communications activity within this phase will start at M41 and will run until M60, although some elements, e.g. the public website, videos, will continue to be relevant until the end of the project and beyond. This is because DRIVER+ will always be open for interested and motivated people, who wish to engage with the project. We should not expect to capture every crisis management professional within a short timeframe; as first responders, for example, rise up the ranks in their organisation; we should always be looking to engage with them about DRIVER+ at any stage of their career. To ensure we achieve the objective of a shared understanding of crisis management, the publicly available communication material will continue to be current and relevant throughout the project. Other dissemination activity will focus more on those crisis management professionals that are actively involved in the demonstration phase of the project or that have the potential to become involved.

6.1.1.2 Targeted Stakeholders

The activities carried out under this phase are intended to address all DRIVER+ stakeholders.

6.1.1.3 Activities

Activities to be carried out include (as part of Table 6.1): 1. Providing information about the project through DRIVER+ communication tools and channels: Project website; Promotional material (incl. videos); Partners’ networks


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Mailing lists and contact database (network of interest – T953.1) Contributions to third party events and publications

2. Regularly engaging target audiences through: Social networks; Press releases; Newsletters; Speaking opportunities at national and international conferences; Attending networking events, including with other crisis management projects

6.1.2 Indicative timeline

Table 6.1: Start-up phase indicative timeline (inform)

Timing Tools and channels Task Responsible

M41 Promotional material Design the project logo and visual identity ARTTIC

M41 Social networks Update social networks with the new visual identity

PSCE

M41 Social networks Identify existing influent hashtags/Twitter accounts and expert profiles in Crisis Management

PSCE

M41 to M72 Social networks Implement regular and consistent social media content to communicate on the project objectives and activities

PSCE

M41 Press releases Produce the initial press release to inform about the restart of the project and ensure its widest circulation to media, making also use of the partners’ internal networks

PSCE

M41 Mailing lists and contact database

Set up a stakeholder database, consisting of the original DRIVER one and extending it with contacts from the consortium

Ecorys

M43 Promotional material Produce the first set of promotional materials, including a project flyer, roll-up banner and standard PowerPoint presentation

ARTTIC

M43 Project website Design and development of an intuitive and responsive public website

ARTTIC

M45 Promotional material Design, release and promote a video containing visually engaging infographics in order to simplify complex messages to viewers and especially, practitioners

ARTTIC PSCE (promotion)

M44 to M72 Newsletters Quarterly newsletters informing stakeholders and interested parties about the project’s progress issued. Each newsletter will build upon the previous one to provide follow-up information, but also to report on project results and inform on Sustainability topics in the next two phases

PSCE


Map and prioritise stakeholders Liaison and synergies to foster collaborative partnerships with global community

Ecorys

M41 to M72 Contributions to Identify speaking opportunities at national and All partners


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third party events and publications

international conferences and other networking events

In addition to the above, some tasks will be recurring over the project duration and throughout the three phases. They are listed in Table 6.2.

Table 6.2: Recurring tasks over project duration

Timing Tools and channels Task Responsible

M43 to M72 Project website Ensure Search Engine Optimisation ARTTIC

M43 to M72 Project website Enrich the website with content, in line with the project progress and the first outputs

ARTTIC

M41 to M72 Social networks Programme tweets and posts to communicate on the project objectives and activities during the start-up phase, and on project results during the next two phases Ensure strong interactions and dialogue

PSCE


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6.2 DEMONSTRATION PHASE: Engagement in the project and information about the results of the project (M43 – M70)

6.2.1 Engagement level 2: Consult

As mentioned in section 2.2, Consultation is the lower level of interaction with stakeholders. It is used to interact with stakeholders to obtain their feedback on project results and achievements. This two-way communication will contribute greatly towards DRIVER+ achieving all of its objectives and to ensuring that the Trials, Test-bed and Portfolio of Solutions are optimised from a practitioner’s perspective. An important tool that will be used extensively during the demonstration phase is the Online Community Platform, which will act as the online “meeting place” for the members of the Crisis Management Innovation Network Europe (CMINE) to interact and share information, experience and best practices (see section 5.2.2).

6.2.1.1 Timing

This sub-phase will start from M45 (Gaps Assessment Workshop) and will run until the end of the project, although it should be noted that preliminary invitation to the Gaps Assessment Workshop have already been issued in M43.


Tier 1 stakeholders: Practitioner organisations Researchers and Scientists Related projects and (policy) initiatives

Tier 2 stakeholders:

Industry representatives Policy makers


Volunteer networks

6.2.1.3 Activities

Gaps Assessment workshop - the first activities that will involve active consultation with practitioners will start with the organisation of the Gaps Assessment workshop (M45). This is a one-day workshop, run over two days on 16th and 17th January 2018, which will gather a range of practitioners and experts together to brainstorm which gaps exists in crisis management solutions and how DRIVER+ solutions can be used to minimise or close these gaps. Other project activities involving consultation activities are as follows (also in Table 6.3): Three Policy Dialogue roundtables will be held during the project, namely in Poland, Denmark and

Brussels. These will involve senior policy and decision makers, including representatives from DG HOME and DG ECHO.

Workshop 0 is a five-day interactive meeting, hosted by project partner SGSP in Warsaw, Poland from 26 February to 02 March 2018. External attendees will include solutions providers and specific experts.


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The workshop will focus on the selection of the solutions that will be tested and validated during the actual Trials themselves.

Advisory Board – the members of this board are crisis management experts in their own right and will a hugely important resource as part of the wider consultation process throughout the project.

Sustainability board – this will be made up of a small number of suitably qualified individuals, whose role is to review relevant project deliverables, which specifically impact on the sustainability of the project. It will also facilitate more strategic relationships with external organisations.


Table 6.3: Demonstration phase indicative timeline (consult)

Timing Tools and channels Activity Responsible

Gaps Assessment Workshop

M43-M45 Promotional tools Create and send invitation letter and logistics pack to prospective invitees (practitioners and experts)

Trial owners and End User Coordinators

M44-M45 Project Website Information about Gaps Assessment Workshop on public website

ARTTIC

M44-M45 Social networks Social media campaign around the Workshop PSCE

M45 Promotional Tools Advisory Board – invitation packs TNO


Externals invited to join the Online Community Platform during workshop


M45 Promotional tools Utilise branded display material and signage at venue

ARTTIC

M45 Promotional material Show new video to externals during workshop ARTTIC

M45 Press releases Issue press release announcing results of Gaps Assessment Workshop

PSCE

M46 Promotional Material Follow up with all workshop delegates Valabre

Policy Dialogue Roundtable 1 - Poland:

M44-M45 Promotional tools Invite policy and decision-makers to attend roundtable meeting

ARTTIC

M45 Project Website Information about Policy Dialogue Roundtable on public website

ARTTIC

M45-46 Social networks Social media campaign around the Workshop PSCE


Externals invited to join the Online Community Platform during Policy Dialogue Roundtable



ARTTIC

M46 Promotional material Show new video during Roundtable ARTTIC

M46-M47 Press releases Issue press release announcing results of Policy Dialogue Roundtable

PSCE

M47 Promotional Material Follow up with all Roundtable attendees ARTTIC

Workshop 0: Poland


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M44-M45 Promotional tools Invite external end users to attend Workshop 0 ARTTIC

M45 Project Website Information about Workshop 0 on public website ARTTIC

M45-46 Social networks Social media campaign around Workshop 0 PSCE


Externals invited to join the Online Community Platform during Workshop 0

All Partners


ARTTIC

M46 Promotional material Show video during Workshop 0 ARTTIC

M46-M47 Press releases Issue press release announcing results of Workshop 0

PSCE

M47 Promotional Material Follow up with all workshop delegates SGSP

Policy Dialogue Roundtable 2 - Denmark:


ARTTIC


ARTTIC

M55-56 Social networks Social media campaign around the Roundtable PSCE





ARTTIC

M56 Promotional material Show video during Roundtable ARTTIC

M57 Press releases Issue press release announcing results of Policy Dialogue Roundtable

PSCE

M57 Promotional Material Follow up with all Roundtable attendees ARTTIC

Policy Dialogue Roundtable 3 - Belgium:


ARTTIC


ARTTIC

M68-70 Social networks Social media campaign around the Roundtable PSCE





ARTTIC

M70 Promotional material Show video during Roundtable ARTTIC

M70 Press releases Issue press release announcing results of Policy Dialogue Roundtable

PSCE

M71-72 Promotional Material Follow up with all Roundtable attendees ARTTIC


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6.2.3 Engagement level 3: Involve

As mentioned in section 2.2.2, this level of interaction is more intensive than the previous one, since it encompasses the direct involvement of stakeholders in the project activities. Dissemination activity will become more focused and targeted during this phase with an increasing amount of face to face meetings and discussions with key stakeholders. Opportunities will also be explored with the specialised and trade media via press releases, project articles for their online and printed publications.

6.2.3.1 Timing

The first involve activities will start with the organisation of the Workshop 0 (M46) and will continue with the four Trials and the I4CM events (Table 6.4). The Trials in particular will provide extremely valuable opportunities to work closely with a select number of key stakeholders in many of the key areas of the project.



Tier 2 stakeholders: Industry representatives Policy makers

Tier 3 stakeholders: Specialised media

6.2.3.3 Activities

Dissemination activities that will be carried out during this very important phase of the project include: Two I4CM events in June 2018 (M50) and December 2018 (M56) Workshop 0 (M46 - details included in the Consult section 6.2.2 above, so are not repeated here) Trials – four Trials will be held respectively in Poland (M50), France (M54), Austria (M61) and The

Netherlands (M66). The Trials will assess and validate a variety of solutions in realistic and potentially challenging environments. Selected solutions providers, practitioners, policy and decision makers and other experts will be invited to participate or observe the Trials.


Table 6.4: Demonstration phase indicative timeline (involve)


Workshop 0: Poland

M44-M45 Promotional tools Invite external end users to attend Workshop 0 ARTTIC

M45 Project Website Information about Workshop 0 on public website ARTTIC

M45-46 Social networks Social media campaign around Workshop 0 PSCE


Externals invited to join the Online Community Platform during Workshop 0

All Partners


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ARTTIC

M46 Promotional material Show video during Workshop 0 ARTTIC

M46-M47 Press releases Issue press release announcing results of Workshop 0

PSCE

M47 Promotional Material Follow up with all workshop delegates SGSP

I4CM Event 3: Poland

M45 Project Website Information about I4CM event on public website ARTTIC

M46-48 Press Article Negotiate trade press articles about project ARTTIC/PSCE

M47 Press releases Issue press release announcing dates and venue PSCE

M47 Promotional tools Invite external end users to attend I4CM event ARTTIC

M48 Press releases Issue second press release announcing dates and venue

PSCE

M48 Press Article Write trade press article about project and I4CM event

ARTTIC/PSCE


Externals invited to join the Online Community Platform during I4CM event

All Partners


ARTTIC

M50 Promotional material Show new video during I4CM event ARTTIC

M50 Press releases Issue press release announcing outcomes of I4CM event

PSCE

M51 Promotional Material Follow up with all I4CM delegates SGSP

Trial 1: Poland

M45 Project Website Information about Trial 1 on public website ARTTIC


M47 Promotional tools Invite external end users to attend Trial 1 ARTTIC/Trial Owners/End User Coordinators


Externals invited to join the Online Community Platform during Trial 1

All Partners


ARTTIC

M50 Promotional material Show new video during Trial 1 ARTTIC

M51 Press releases Issue press release – outcomes of Trial 1 PSCE

Trial 2: France


M51-52 Press releases Issue press release announcing dates and venue PSCE




All Partners


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ARTTIC



I4CM Event 4: Denmark

M48 Project Website Information about I4CM event on public website ARTTIC

M50-51 Press Article Negotiate trade press articles about project ARTTIC/PSCE


M53 Promotional tools Invite external end users to attend I4CM event ARTTIC

M55 Press releases Issue second press release announcing dates and venue

PSCE

M55 Press Article Write trade press article about project and I4CM event

ARTTIC/PSCE


Externals invited to join the Online Community Platform during I4CM event

All Partners


ARTTIC

M56 Promotional material Show new video during I4CM event ARTTIC

M56 Press releases Issue press release announcing outcomes of I4CM event

PSCE

M57 Promotional Material Follow up with all I4CM delegates SGSP

Trial 3: Austria






All Partners


ARTTIC



Trial 4: The Netherlands






All Partners


ARTTIC


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6.2.5 Engagement level 4: Collaborate

With this level of engagement, selected stakeholders are asked to participate in each step of the project activities.

6.2.5.1 Timing

The Collaborate stage will evolve naturally from the Involve stage, as motivated stakeholders increase their level of participation with the project. This will become particularly noticeable, once the first concrete project results have been released.




Industry representatives Policy makers


Volunteer networks Specialised media

6.2.5.3 Activities

The four Trials (see above) will be central to establishing collaboration with all of the major stakeholders. The final demonstration will be held in Italy/Poland (Table 6.5).


Table 6.5: Demonstration phase indicative timeline (collaborate)


Final Demonstration: Italy/Poland

M59 Project Website Information about the Final Demonstration on public website

ARTTIC

M61 Promotional tools Invite delegates to attend the Final Demonstration

ARTTIC/Trial Owners/End User Coordinators


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M65 Press Article Write specialist press article about project ARTTIC/PSCE

M65 Press releases Issue press release PSCE


Externals invited to join the Online Community Platform during the Final Demonstration

All Partners


ARTTIC

M67 Promotional material Show video during the Final Demonstration ARTTIC

M67 Press releases Issue press release – outcomes of the Final Demonstration

PSCE


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6.3 SUSTAINABILITY PHASE: Evaluating, sustaining and disseminating the final results

6.3.1 Engagement level 5: Empower

Throughout the project, but especially towards the end of the project, emphasis will be put on disseminating and exploiting the results of the project and building interest in their usage or uptake. To this end, DRIVER+ will identify and set up the mechanisms needed to ensure persistent and long-lasting visibility of the outcomes.

6.3.1.1 Timing

The majority of this work will take place during the last year of the project, but it will begin in M50, as it is necessary to create a programme and invite speakers well in advance of the Final Conference in M70 (Table 6.6).



6.3.1.3 Activities

A final conference will be held in February 2020 (M70) to disseminate the major results and achievements of the project to a wide audience. It will also create an opportunity to re-enforce the longer-term aim sustainability plans and ambitions


Table 6.6: Sustainability phase indicative timeline (Empower)


Final Conference: Brussels

M50 Project Website Information about the Final Conference on public website

ARTTIC

M50-M55 Promotional tools Draft programme and invite keynote speakers ARTTIC


M61-68 Promotional tools Invite delegates to attend the Final Conference ARTTIC/Trial Owners/End User Coordinators

M62 Press Article Write specialist press article about project ARTTIC/PSCE

M67 Press Article Write follow up specialist press article about project and Final Conference

ARTTIC/PSCE

M67 Press releases Issue press release confirming programme PSCE


Externals invited to join the Online Community Platform during the Final Conference

All Partners


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ARTTIC

M70 Promotional material Show new video during the Final Conference ARTTIC

M70 Press releases Issue press release – outcomes of the Final Conference

PSCE


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7. Monitoring and evaluation

DRIVER+, through its innovative demonstration concept and the building of a strong Community of Practice, is expected to have a substantial impact on the European Crisis Management community. The Stakeholders’ Engagement Strategy has been defined in order to reach the appropriate level of engagement from the different groups of targeted stakeholders, as explained in the sections above, and achieve the objectives of the project. In order to warrant the success and achievement of the different Dissemination and Communication actions towards engagement, a variety of solid monitoring and evaluation measures will be implemented. This will enable to manage possible deviations in this initial strategy and control all actions being developed in the corresponding time and form. The set of Key Performance Indicators (KPI) defined hereafter to measure the impact of each short, medium and long-term goal will be analysed periodically in order to assess the performances of the Dissemination and Communication actions undertaken to achieve these goals. Based on this performance assessment, the KPIs will be reviewed and adapted periodically. Likewise, the risks and mitigation actions adopted and available in D951.15 – SP95 coordination report -1 will be reviewed and adapted throughout the lifetime of the project, in particular to take into account arising risks linked to the performance of the Dissemination and Communication activities. This assessment will provide information about the impact of the project engagement activities: Showing how this European collaboration has achieved or will achieve more than would have

otherwise been possible (scientific excellence, contributing to competitiveness and solving social and societal challenges)

How the outcomes are relevant to our everyday lives (creating jobs, introducing new technologies or making our lives more comfortable in other ways)

Making best use possible of the results, by making sure they are adopted by decision-makers and that they influence policy making as well as by industry and scientific community to ensure proper follow-up

KPIs have been defined for the upcoming period until M53. They are all compiled in Table 7.1 hereafter. Updated targets based on the assessment of the performance of the engagement tools will be defined in the next report. This will be reported in the future versions of this Strategy Action Plan, to be produced every six months.


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Table 7.1: Dissemination and Communication KPIs

KPI Target at M53

Level of performance

Dissemination and Communication

tools Definition of the indicator Type of data required Poor Good Excellent

Project Website

Number of visits per month

Google analytics

Less than 300 per month Less than 3000 at M53

300-499 per month 3000-4990 at M53

More than 500 More than 5000 at M53

Page views per month Less than 600 Less than 6000 at M53

600-799 6000-7990 at M53

More than 800 More than 8000 at M53

Average time spent on website Less than 1 min 1min-2min More than 2min

Number of posts published Less than 5 per month Less than 50 at M53

5-8 per month 50-80 at M53

More than 8 per month More than 80 at M53

Number of posts relayed on partner’s internal websites Less than 500 at M53 500-1000 at M53 More than 1000 at M53

Number of downloads of project reports Less than 40 at M53 40-80 at M53 More than 80 at M53


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KPI Target at M53

Social Media Strategy

Size of the LinkedIn Group

LinkedIn Group Statistics dashboard

Less than 300 at M53 300-400 at M53 More than 400 at M53

Number of feedbacks received from relevant stakeholders

engaged through LinkedIn (per month)

Less than 10 10-20 More than 20

Number of discussion groups on LinkedIn


Number of Twitter followers

Twitter analytics


Number of tweets per month Less than 40 40-60 More than 60

Number of retweets per month Less than 15 15-30 More than 30

Number of tweets liked per month Less than 15 15-30 More than 30

Quarterly Newsletter

Number of Newsletters published Proceedings Less than 4 4-8 More than 8

Number of clicks to open newsletter (for each

newsletter) Google analytic


Number of subscriptions obtained after each Newsletter

release Less than 30 30-50 More than 50

Size of the dissemination list Proceedings Less than 400 400-600 More than 600


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KPI Target at M53

Media campaign, including

publications in scientific journals, e-Newsletters and

other media

Number of scientific papers submitted

Proceedings


Number of external websites, e-Newsletters, journals used for

dissemination of project outcomes/outputs


Number of Media partnerships concluded Less than 4 4-8 More than 8

Contributions to external events

Number of external events in which D+ participate

Proceedings

0-1 per month Less than 10 at M53

1-2 per month 10-20 at M53

More than 2 per month More than 20 at M53

Number of abstracts/papers submitted and selected Less than 8 at M53 8-25 at M53 More than 25 at M53

Copies of the brochure/factsheet distributed Less than 500 at M53 500-1000 at M53 More than 1000 at M53

Trials

Number of Trials organised Events timeline 4 4 4

Number of applications received answering the Call for

Applications for each Trial Proceedings


Number of external solution providers featured in each Trial

(percentage of the total of solutions tested)

Less than 15% 15%-30% More than 30%


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KPI Target at M53

Number of external stakeholders (experts /

practitioners) invited to join as observers for each Trial

List of attendees Less than 10 10-20 More than 20

Number of Tweets during the event Twitter analytics Less than 10 10-15 More than 15

Number of online articles making reference to Trial (for

each Trial)

Google analytics


Number of hits on the event page Less than 100 100-200 More than 200

Number of Downloads of Trials

outputs


Final Demonstration

Number of participants

Countries of origin List of attendees

Less than 30 Less than 4 countries

30-50 From 4-6 countries

More than 50 More than 6 countries

Number of related projects/initiatives/solution providers, etc. showcased at

the exhibition area


M&E questionnaire (response return %) Proceedings 20% 20%-30% More than 30%



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KPI Target at M53

Number of online articles making reference to Final

Demonstration

Google analytics



Number of Downloads of Final Demonstration outputs Less than 50 50-100 More than 100

Final conference

Number of participants (check also type and country of origins

of stakeholders)

List of attendees


Number of CM projects represented Less than 5 5-10 More than 10

Number of guests of honour Less than 3 3-5 More than 5

Number of Tweets about the event during the event Twitter analytics Less than 25 25-50 More than 50


Number of online articles making reference to Final

Conference

Google analytics



Number of Downloads of Final Demonstration outputs Less than 70 70-140 More than 140


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KPI Target at M53

Liaison activities and synergies

Number of relevant projects/initiatives identified

and contacted/invited at project events

List of attendees


Number of relevant organisations/communities/exp

erts identified and contacted/invited at project

events


Number of MoU signed and/or concrete collaboration activities

initiated with related initiatives/projects

Proceedings Less than 10 10-20 More than 20

Number of cooperation activities (common events and

other clustering activities) Proceedings Less than 5 5-10 More than 10

Online Community

Platform and CMINE

Number and type of members registered List of members

Less than 150 - 45% practitioners - 25% industry - 15% research - 15% policy-makers - 5% other

150-300 More than 300

Number of discussion threads Less than 15 15-30 More than 30

Number of sub-groups/topics of interest created List of members Less than 4 4-8 More than 8


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KPI Target at M53

Link to the Community of

Users

Number of DRIVER+ presentations made during

plenary meetings and thematic workshops

Proceedings

1 per event

1 per event + organisation of 1 external cooperation workshop

More than 1 per event + organisation of more than 1 external cooperation workshop

Organisations having express their interest in joining DRIVER+

CMINE (per event) Less than 5 5-10 More than 10

Policy-Research Dialogue

roundtables

Number of roundtables organised Events timeline 1 2 More than 2

Breakdown of delegates (number, countries) List of attendees 10 participants

4 countries + EC 10-15 participants 5 countries + EC

15 participants 6 countries + EC

Impact towards Policy Makers

Number of bilateral meetings with Policy makers Agenda Less than 5 at M53 5-10 at M53 More than 10 at M53

Presentations made during events gathering policy makers Proceedings Less than 5 at M53 5-10 at M53 More than 10 at M53

Annual reports

Timely production of the 2 reports

Number of downloads from the website (e-version) Google analytics Less than 300 300-500 More than 500

Number of hard copies distributed Proceedings Less than 200 200-300 More than 300


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KPI Target at M53

I4CM events

Number of workshops organised during the event Event agenda 1 2 3 and more

Breakdown of delegates (number, countries) List of attendees 100 participants

6 countries 100-150 participants 6-8 countries

150 participants 8 countries

Number of related projects/initiatives/solution providers, etc. showcased at

the exhibition area

Event agenda Less than 5 5-10 More than 10



Number of press releases (including webpages where the

PRs appear) Google analytics 2 2-4 4

Quality of the event proceedings MS38 and approval of

D953.12 MS39 and approval of D953.13

MS39 and approval of D953.13

Promotional material

Number of brochures produced Proceedings

See DOW See DOW See DOW

Monthly use of the material (for workshops and meetings) 50 50-100 More than 100


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8. Key remarks and way forward

This section condenses the most important findings contained in this deliverable regarding how DRIVER+ can engage successfully with stakeholders and draw key recommendations from them. Key remark #1: Stakeholders engagement is a key factor for the successful development of the DRIVER+ project and the future sustainability of its outcomes (i.e., the Test-bed, the Portfolio of solutions, the solutions themselves and the CMINE). Engaging stakeholder adequately requires analysing some crucial elements of the engagement process: the “why” (benefits of engaging), the “who” (stakeholder’s identification and mapping), the “how” (selecting the Dissemination and Communication tools supporting the engagement) and the “when” (when to use those tools as the project unfolds). Derived requirement #1: To invest sufficient efforts and resources to consider and analyse in depth the core elements of the stakeholder engagement approach, as early as possible. An initial assessment of these elements for DRIVER+ is available in this report but it should be further and regularly expanded as a basis for sustainable engagement via the CMINE. Key remark #2: Identification of stakeholders (i.e. analysing the “who”) is particularly relevant. Clarifying who are the potential beneficiaries of the project results and understanding their needs will help establishing priorities as how to proceed with the engagement process when resources are limited. Derived requirement #2: To undertake an exhaustive stakeholder mapping to successfully engage them. This mapping should provide an overview of the stakeholders, their importance and relevance for both the project and the CMINE, their practices, needs, interests and expectations. Key remark #3: The engagement approach and related activities must be conceived at the very early stages of the process as clearly as possible but should remain flexible as well. Indeed, the roles of the identified stakeholders are likely to vary throughout its duration. Derived requirement #3: To develop a flexible approach to the engagement process, so that revisions and adaptations can be envisioned as the project unfolds. Key remark #4: stakeholders must understand what the advantages of contributing needs, requirements or solutions are, instead of considering it as an extra workload. Derived requirement #4: Always ensure that the value proposition for each of the stakeholders is clear and straightforward, when developing the key messages. Outlining how the project outputs can support their own activities or agendas best. This should help to create incentives for them to partake in the project activities so as to collect needs, requirements and to increase the participation through the calls for applications. Key remark #5: Successful engagement with the practitioners and adequately meeting their needs occurs most commonly when there is a close link between users and providers. The user must participate in the process of providing feedback and informing on lessons learned about the solutions, the Pos and the Test-bed; the solution providers must in return be capable of incorporating the end-user’s views and adapting the solutions or project results. In some cases this will also require investing time in training, to ensure their adequate uptake. Derived requirement #5: To organise a wide variety of events in order to establish early contacts with the end-users to learn about their needs. To involve and collaborate with them in all the phases of the project and throughout the different iterations (Trials). To develop and orient the project outcomes so as to meet such needs.


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Key remark #6: The OCP is a key tool to engage with the project stakeholders in the short/medium term, but also with the Crisis Management ecosystem as a whole, through the establishment of the CMINE in the longer term. Therefore, its capacity to attract and retain visitors/members (how engaging it is) obviously depends on its usefulness, but also on its overall friendliness. Derived requirement #6: To develop the OCP to ensure addressing its member’s needs and to offer them an online platform complementing the ones already existing. To ensure best possible user experience by providing an intuitive navigation structure on a well-designed, well-structured portal is of great importance and resources must be dedicated to this. Therefore, the OCP should be developed in accordance with the Strategy and implementation Plan for developing a Community of Practice in Crisis Management whose initial version will be documented in D953.11 - Enhancing the shared understanding of CM – progress report n°1 (M46)


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References

1. European Commission - European Civil Protection and humanitarian aid operations. http://ec.europa.eu/echo/what/civil-protection/mechanism_en. [Online]

2. The United Nations International Strategy for Disaster Reduction (UNISDR). European Forum for Disaster Risk Reduction. http://bit.ly/2keZIGk. [Online]

3. International association for public participation. http://www.iap2.org/. [Online]

4. Organisation for Economic Cooperation and Development (OECD) . Scientific Advice for Policy Making: The Role and Responsibility of Expert Bodies and Individual Scientists. 2015.


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Annexes

Annex 1 – DRIVER+ Terminology

In order to have a common understanding within the DRIVER+ project and beyond and to ensure the use of a common language in all project deliverables and communications, a terminology is developed by making reference to main sources, such as ISO standards and UNISDR. This terminology is presented online as part of the Portfolio of Solutions and it will be continuously reviewed and updated. The terminology is applied throughout the documents produced by DRIVER+. Each deliverable includes an annex as provided hereunder, which holds an extract from the comprehensive terminology containing the relevant DRIVER+ terms for this respective document.

Terminology Definition Comment

Civil society The process by which people, organisations and society systematically stimulate and develop their capacities over time to achieve social and economic goals, including through improvement of knowledge, skills, systems, and institutions.

Community building Definition is still “under construction” and can be found online in the near future.

Community of Practice Definition is still “under construction” and can be found online in the near future.

Crisis management culture

Definition is still “under construction” and can be found online in the near future.

EU crisis management innovation eco-system


I4CM - Innovation for Crisis Management


Public General public: People having all possible variations of user characteristics, usually within a particular geographical area.

Practitioner Definition is still “under construction” and can be found online in the near


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Terminology Definition Comment

future.

Sustainability Definition is still “under construction” and can be found online in the near future.

Volunteer Spontaneous volunteer: Individual, who is not affiliated with an existing incident response organization or voluntary organization but who, without extensive preplanning, offers support to the response to, and recovery from, an incident.


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Annex 2 – Project logo and visual identity


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Annex 3 – List of publications 1

INTERNATIONAL / EUROPEAN External Publications

Name of publication Comment Contact Email International Association of Emergency Managers

More than 9,000 members worldwide, IAEM is a non-profit educational organisation dedicated to promoting the "Principles of Emergency Management" and representing those professionals whose goals are saving lives and protecting property and the environment during emergencies and disasters.

[email protected]

TIEMS Newsletter [email protected]

Journal of Disaster Prevention and Management

Dr JC Gaillard [email protected] [email protected] [email protected]

Journal of Contingencies and Crisis Management

Prof Dr. Ira Helsloot [email protected]

International Journal of Emergency Management

Therrien Marie-Christine [email protected]

International Journal of Mass Emergencies and Disasters

Douglas Paton, Ph.D [email protected]

1 The contact details will be removed before the document is made publicly available


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International Journal of disaster Resilience in the Built environment

Respected journal; primarily academic/scientific articles

Professor Dilanthi Amaratunga, Editor Professor Richard Haigh, Global Disaster Resilience Centre, University of Huddersfield, UK

[email protected]; [email protected]

Journal of International Organisation

[email protected]

Get resilient Web-magazine dedicated to articles on the concept of resilience.

Will Bugler - Editor [email protected]

Crisis Response Journal CRJ is a global information resource that covers all aspects of human-induced natural disasters, spanning response, disaster risk reduction, resilience, business continuity and security.

Emily Hough – Editor-in-Chief +44 2081 661 690

International Firefighter Magazine

From the same stable as Fire & Rescue, IFJ focuses on fire safety from an industrial perspective.

Editorial Contact: Duncan White +44 1935 426428

[email protected]

IFRC Psychosocial Centre quarterly Magazine

Martha Bird [email protected]

Asia Pacific Fire Magazine

APF Magazine is the only quarterly journal for the Asia Pacific fire market dedicated to both fire protection and firefighting.

Editorial Contact: Neil Bibby Australia +61 418 358 465

[email protected]

The European The Magazine for Europe’s Security and Defence Community - a platform for discussion on security policy, including security and defence industries.

Hartmut Bühl - Publisher and Editor-in-Chief Phone: +33 (0) 684 80 66 55 Phone: +49 (0) 1723 28 23 19

[email protected]

DRMKC newsletter (JRC)

Chiara Fonio (JRC) [email protected]


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PreventionWeb News Craig Duncan; Information Management Unit UN International Strategy for Disaster Reduction; +41 22 917 8898

[email protected]

EU Horizon Magazine [email protected]

EU research*eu results magazine

EU research*eu focus Melinda Kurzne Opoczky [email protected]

European Data Quarterly (an open access journal presenting policy-relevant data)

Prof. Todor TAGAREV [email protected]

Security Europe [email protected]

Euractiv

Politico John F. Harris - Editor-in-Chief; Matthew Kaminski - Executive Editor; Sheherazade Semsar-de Boisseson - Managing Director

[email protected]; [email protected]; [email protected];

New Europe Alexandros Koronakis - Editor at New Europe

[email protected]

Crisis Prevention Heinz Neumann -Chief Editor [email protected]

Emergency Services Times

Leading UK magazine for emergency services personnel; published by Broden Media, who also organise and manage the Emergency Services Show at the NEC each September. ESS is the main exhibition for this sector in the UK.

David Holden – Editor and Joint Managing Director David Brown – Sales and Joint MD +44 1737 824010



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FIRE FIRE is the leading UK magazine for all the latest fire news on fire safety and prevention, technology and products, the fire community and events.

Andrew Lynch Managing Editor +44 1273 434951

[email protected]

Fire & Rescue/ Industrial Fire Journal

Fire & Rescue is another important magazine for fire news in the UK.

Jose Sanchez, Group Editor Fire Titles, Editor Industrial Fire Journal: +44 1935 37 4011

[email protected]

Ambulance News From the same publisher as FIRE magazine above. Industry-leading magazine for healthcare professionals. News and product information

Andrew Lynch Managing Editor +44 1273 434951

[email protected]

Ambulance Today Coverage of the major issues affecting ambulance services and patients - feature articles commissioned from the experts and opinion-formers who shape the way ambulance service operations in the UK are delivered

+44 151 708 8864 [email protected]

Police Oracle Used by members of every UK Police force and by Officers and Police staff of every rank, it is the default online resource for all information for the UK Policing community.

+44 203 119 3303 [email protected]

People Management Official magazine of the CIPD (Chartered Institute of Personnel and Development) with a circulation of 132,000.

Robert Jeffery - Editor [email protected]

HR Grapevine Phone: +44 (0)1707 351 451

International HR Advisor

Leading, quarterly, glossy magazine, which is distributed to International Human Resource, Global Mobility and Procurement professionals worldwide. Sent to almost 7000 readers in 83 countries.

Helen Elliott +44(0) 208 661 0186 Damian Porter +44 (0) 1737 551 506



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NATIONAL External Publications Country Name Comment Contact Name Email

UK

The Billboard Dedicated to the UK Police Force and has grown to become one of the industry's leading magazines distributed to all UK Police Forces nationwide. A wholly independent and informative magazine designed to raise awareness and enhance communication between UK Police Forces.

+44 1244 624022 [email protected]

Police Official publication of The Police Federation of England and Wales

Chris Herbert – Editor +44 1372 352000

Resilience Magazine of the Emergency Planning Society (EPS) which represents the emergency planners in local governments and Councils

Bob Wade – Editor +44 121 354 8223 +44 7950 155008

[email protected]

HR Magazine HR Magazine has audited circulation of 8,050 plus daily e-bulletin to 23,215 registered users. Target senior HR directors & managers, learning/development directors & managers, finance directors, managing directors and other directors & managers with budgetary responsibility for HR services and products.

Katie Jacobs - Editor Tel: +44 (0)20 7501 6776 Jenny Roper Deputy Editor Tel: +44 (0)20 7501 6341


Personnel today Formerly a weekly magazine, the web format attracts 300,000 unique visitors every month.

Rob Moss – Editor [email protected]

HR Review UK’s leading independent HR news, information, opinion and analysis resource dedicated to human resources and related professionals.

Phone: +44 (0)20 7993 2174

[email protected]


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HR Director The only hr publication dedicated to informing HR directors and senior HR managers, the HR DIRECTOR is an independent and feature led monthly publication.

[email protected]

HRZone Web magazine with focus on HR issues; articles, blogs etc

Jamie Lawrence – Editor [email protected]

TrainingZone Web magazine with focus on Training issues; articles, blogs etc (sister to HRZone)

Jon Kennard – Editor [email protected]

Training Journal Committed to supporting your continuing professional development through in-depth features that analyse L&D principles in detail.

Debbie Carter - Editor [email protected]

Red Cross Magazine Publication and website of the British red Cross +44 344 871 1111. + 44 207 138 7900 from abroad

Mountain Rescue magazine

Published quarterly, contains regional and national news, medical and technical developments, incident tales and travel stories, advice and commentary

Judy Whiteside – Editor [email protected]

RNLI (Royal National Lifeboat Association)

Web magazine promoting the work of the RNLI and its volunteers

Media enquiries: +44 1202 336789

Civil Society Independent news, publishing and events company focused entirely on charities and other civil society organisations for more than 21 years.

+44 (0)20 7819 1200 [email protected]

Rotary Official magazine of the Rotary Club GB & Ireland. Published 6 times a year – 50,000 distributions. Rotary Regional World Press has circulation of 700,000.

Allan Berry – Editor [email protected]


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Royal Voluntary Service

RVS is one of the largest volunteer organisations in the country. 35,000 volunteers help older people stay active, independent and able to continue to contribute to society.

Louise Thompson: Media Team +44 7714 898636; Mel Garfield: +44 7834 653353

[email protected]

Scouting Scouting in the UK is the largest mixed volunteer-led Movement for young people in the UK

Simon Carter - Head of Media Relations - Tel: +44 (0)208 433 7260; Mobile: +44 (0)788 913 0812

[email protected]

First Magazine of the Local Government Association (LGA)

[email protected]

LocalGov News Quarterly magazine for LocalGov - leading commercially published magazine for officers in every department of local government. Published by Hemming Group (Fire & Rescue, Industrial Fire Journal)

Laura Sharman - Editor [email protected]

The MJ The MJ is a market leading information, intelligence and news resource for anyone who needs to know about the UK’s local authorities. (Published by Hemming Group)

Heather Jameson - Editor - +44 (0) 20 7973 6691

[email protected]

LGE LGE is a high quality bi-monthly magazine targeted at chief executives and heads of department in local authorities, central government and health authorities.

Andrew Jowett – Editor - +44 161 236 2782

[email protected]

Government Business

More commercial in nature, but includes articles on impact of flooding. Topical contributions are regularly carried from Government Ministers, Public Sector Analysts, Conference Speakers and Industry Experts on a wide range of subjects that are of specific interest to public sector executives.

Angela Pisanu – Editor; Michael Lyons – Acting Editor; 020 8532 0055

[email protected]


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Government & Public Sector Journal

Readership of over 16,000 executives in the following; Local Authorities, Councils, NHS Health Trusts, Government Offices & Agencies, Rescue & Emergency Services, MoD, Prison Service, Universities & Colleges, Transport Authorities, Research Establishments and private sector organisations.

Stuart Littleford – Editor-in-Chief; 0845 345 5222

[email protected]

France

Civique revue, Ministry of Interior, ENSP

Sapeurs-pompiers magazine

Soldat du feu magazine

Preventique Didier Raciné - Editor in chief

[email protected]

Face aux risques David Kapp - Editor in chief [email protected]

Usine Nouvelle (web and printed)

Preventica (printed) [email protected]

Global Security Mag (web) Marc Jacob - Editor in chief [email protected]

AEF (press agency – web) Jean-Michel Catin - Editor in chief

[email protected]

Défense et Sécurité Internationale

(web and printed) Joseph HENROTIN - Editor in chief

[email protected]

Sécurité et Défense Magazine

(web and printed) Mélanie BENARD-CROZAT - Editor in chief



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Protection Sécurité Magazine

(web and printed) Christophe Lapaz - Directeur de la rédaction

[email protected]

Air & Cosmos (web and printed) Yann Cochennec - Rédacteur en chef adjoint

[email protected]

Bulgaria

Information & Security: An International Journal

[email protected]

Räddningsledaren Ulf Lago [email protected]

Germany

THW Journal [email protected]

BBK Journal

Krisenmagazin [email protected]

Notfallvorsorge

ZS-Magazin

Bevölkerungsschutz-Magazin

Denmark

Videnskab [email protected]

Beredskabsinfo [email protected]

Israel

Ynetnews Amnon Meranda, Editor-in-Chief

[email protected]

Walla


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Poland

National Security Quarterly, published by the National Security Bureau, ISSN 1896-4923.

Safety & Fire Technique, published by Scientific and Research Centre for Fire Protection – National Research Institute, ISSN 1895 – 8443, DOI: 10.12845.

Magazyn Ex – Bezpieczeństwo w strefach zagrożonych wybuchem, published by Automatic Systems Engineering, ISSN 1895-9830.


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Internal Publications

Partners Internal Partners Publications

DIN DIN-Mitteilung (only in German)

PSCE

PSCE White Papers

PSCE News articles

PSCE Newsletters

PSCE Position Papers

MDA MDA newsletter

MDA weekly

ITTI http://www.itti.com.pl/en/

THW THW Journal

Safety and Security Research Division of THW (Newsletter)

DWR Newsletter to DRW subscribers

EOS EOS newsletter

ARC

Henri. Das Magazin, das fehlt. Annual Magazin of Austrian Red Cross

Das Rote Kreuz (offical newspaper of Austrian Red Cross for members of Red Cross in Austria)

DRC Red Cross Life

IFRC IFRC publication

MSB

Tjugofyra

Kunskapsplattform ledning

Monthly newsletter


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https://www.msb.se/sv/Insats--beredskap/Ledning--samverkan/Natverket-Kunskapsplattform-ledning/

SAFE Cluster

IFRASEC publications http://www.ifrasec.org/publications/

SAFE CLUSTER Newsletter

SAFE WEBSITE

ENSOSP publications and newsletters

BRC

Coping with Crisis - bi-annual magazine about psychosocial support in crisis and emergencies.

PS News, quarterly newsletter; www.pscentre.org


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Annex 4 – List of third party events

List of third party event Name Description Date Location Link to DRIVER+ Website Registration Call for Papers Deadline for

Submission of Scientific Papers

IEEE Global Humanitarian Technology Conference

Focus on innovation, deployment and adaptation of Technology for Humanitarian Goals and Sustainable Development.

19-22/ 10/2017

San José, California, USA

GHTC invites presenters to showcase innovation and progress in technology and methodology addressing the socio-cultural and socio-economic needs of vulnerable and resource-constrained end-user communities in developing and developed countries, as well as confronting the challenges of both natural and man-made disasters.

http://2017.ieeeghtc.org/ https://www.cvent.com/events/ghtc-2017/registration-b687dcf8ffb641d79b7e20462509d75d.aspx?fqp=true

10th EU Loss Data Workshop

Moving forward on the implementation of Sendai Indicators: Strengthening collaboration with National Platforms in the EU Loss Data Process

06-07/ 11/2017

Brussels, Belgium

http://drmkc.jrc.ec.europa.eu/partnership/Science-Policy-Interface/Disaster-Loss-and-Damage-Working-Group

2017 UN Climate Change Conference

The Conference will comprise sessions of: • The Conference of the Parties (COP 23); • The Conference of the Parties serving as the meeting of the Parties to the Kyoto Protocol (CMP 13); • The Conference of the Parties serving as the meeting of the Parties to the Paris Agreement (CMA 1.2); • The Subsidiary Body for Implementation (SBI 47); • The Subsidiary Body for Scientific and Technological Advice (SBSTA 47); • The Ad Hoc Working Group on the Paris Agreement (APA).

06-17/ 11/2017

Bonn, Germany Environmental disasters & impacts http://unfccc.int/meetings/bonn_nov_2017/items/10068.php

European Commission & European Defence Agency Matchmaking event

Information will be exchanged on projects developed in EDA and EC in the field of Nanotechnologies, Advanced Materials and Advanced Manufacturing and Processing.

07/ 11/2017

Brussels, Belgium

Consortium representatives of EU funded FP7 and Horizon 2020 and of EDA projects will present their results to identify potential reciprocal benefits for civil and defence entities and to foster cross-fertilisation of outputs and ideas. The objective of the event is to explore how research and innovation results from Horizon 2020 and EDA could be mutually beneficial, enhancing defence and security capabilities.

https://europa.eu/sinapse/webservices/dsp_export_attachement.cfm?CMTY_ID=0C46BEEC-C689-9F80-54C7DD45358D29FB&OBJECT_ID=2DB8BAB5-A191-3950-2D93C5117ACA580F&DOC_ID=2EFA0C8C-936E-A64D-78C8A47A0C006930&type=CMTY_CAL

[email protected] ; [email protected]

NO


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World Tsunami Awareness Day 2017

Agenda of the conference: • The tsunami early warning system in the Mediterranean • The tsunami hazard of Cyprus • The geological indications for tsunami activity in Cyprus • The role of the Department of Lands and Surveys in Tsunami Early Warning • The Cyprus Civil Defense role against earthquakes and tsunamis

09/ 11/2017

Lefkosia, Cyprus

http://www.unisdr.org/2017/tsunamiday/

[email protected]

BRIGAID's 1st Conference: End-users involvement in Disaster Resilience Innovation

Innovations that have thus far been identified within the project will be presented

09-10/ 11/2017

Venice, Italy Projet goal is to bridge the gap between innovators and end-users in resilience to floods, droughts and extreme weather.

http://brigaid.eu/ http://brigaid.eu/brigaid-conference-in-venice/

65th Annual International Association of Emergency Managers Conference & EMEX (IAEM)

The 65th Annual International Association of Emergency Managers (IAEM) will focus on Navigating a Journey with the Whole Community (lessons learned, new technology, collaborative practices, and new and emerging norms).

10-15/ 11/2017

Long Beach, California, USA

Emergency management https://iaemconference.info/2017/

https://iaemconference.info/2017/register/

TIEMS 2017 Emergency Medecine Committee Conference

11-12/ 11/2018

Nanjing, China http://www.tiems.info/index.php/activities-events/current-events/event-2

-

TIEMS China Chapter Annual Conference

13-15/ 11/2017

Chengdu, China - -

SRIEE 2017 Security Research, Innovation and Education event, focusing on how to reduce the gap between research and the market so that innovative solutions can meet the needs of practitioners and other users

14-15/ 11/2017

Tallin, Estonia Opportunity to discover the latest trends, seek for new partnerships and initiatives for research and development projects, get together with EU representatives, practitioners, academics. As part of the SRIEE2017, the European Commission organises its Security Research Event 2017 (SRE2017). The SRE2017 offers a Security Research Conference and Expo, where the European Commission presents their latest projects and policy initiatives in the field of security research.

http://sriee2017.com/ http://sriee2017.com/ NO


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International Workshop on Cataloging and Managing Information on Extreme Weather, Water and Climate Events

20-22/ 11/2017

Geneva, Switzerland

Environmental disasters & impacts https://public.wmo.int/en/events/workshops/international-workshop-cataloguing-and-managing-information-extreme-weather-water

United Nations/Germany International Conference on International Cooperation Towards Low-Emission and Resilient Societies

The conference aims to define synergies in the use of space-based technologies for climate change mitigation efforts, disaster risk reduction and global development.

22-24/ 11/2017

Bonn, Germany This international conference will bring together space leaders, decision makers and stakeholders involved in disaster risk reduction, climate change mitigation and sustainable development to discuss the requirements for enhanced resiliency of space-based systems and the affiliation of existing and future Earth observation, global navigation satellite system and telecommunication constellations in order to ensure that relevant data can be provided over long periods of time. The event will also address requirements for new developers regarding the coverage of geographical areas not sufficiently monitored at the moment and applications that need further development to be relevant for the 2030 Agenda for Sustainable Development along with governance and cooperation mechanisms to support this objective. Finally, the conference will outline ways to improve integrated space applications approaches and foster the interoperability of space-based systems and ground/in situ systems.

https://register.unoosa.org/civicrm/event/info?id=82&reset=1

NO

DRR4NAP: Integrating Disaster Risk Reduction into National Adaptation Planning

Review the current global status of the development of NAPs and National Risk Reduction Strategies (Target E) Review the Technical Guidelines for inclusion of disaster risk reduction in national adaptation plans. Provide an opportunity to exchange experiences and learn of progress in aligning national and local disaster risk reduction strategies and plans with government plans and strategies to meet sustainable development and climate change commitments. Develop a strategy to support, over the 2018-2019 biennium, countries seeking coherence between national and local disaster risk reduction strategies and plans and climate change national adaptation plans.

27-28/ 11/2017

Bonn, Germany https://www.123contactform.com/form-3080532/Event-Registration-Form

http://www.123contactform.com/form-3080532/Event-Registration-Form


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Dangerous Landscapes: Re-Thinking Environmental Risk in Low-Income Communities

Interdisciplinary platform for developing risk reduction strategies for low-income communities threatened by natural hazards.

27-29/ 11/2017

Hannover, Germany

Program • Cluster 1: Towards a Deeper Understanding of Risk • Cluster 2: Community-based Knowledge and Coping Strategies • Cluster 3: Landscape-based Disaster Risk Management • Cluster 4: Weaving and Wiring

https://cl01.checkinserver.com/eve/interfaces/modules/registration/index.php?mprefix=hochtief&pprefix=tamms&regname=vws_login&label=from_typo_3&eventid=3117&current_typo3_lang=en_us

17th PMRExpo PMRExpo has established itself as the leading European trade fair for Professional Mobile Radio and Control Rooms.

28-30/ 11/2017

Köln, Germany Public Safety communications https://www.pmrexpo.de/en/pmrexpo/

https://www.pmrexpo.de/files/registration_form_pmrexpo_2017_engl_web.pdf

7th Annual All-Hazards Incident Management Teams Association (AHIMTA) Training & Education Symposium

This symposium is designed to promote, support and enhance the profession of incident management by establishing standards and promoting the cooperation of federal, state, local, and tribal agencies, non-governmental organizations, and the private sector in all phases of incident management.

02-07/ 12/2017

San Diego, California, USA

Disaster management http://ahimta2017sd.org/ http://ahimta2017sd.org/registration/

TIEMS2017 annual conference

04-06/ 12/2017

Kyiv, Ukraine • Crisis and cyber psychology • Virtual and interactive training media for first responders • Emerging emergency management • Volunteers in disaster relief and armed conflict zones • COTS solutions for extreme UAV, UAS, UGV, USV, UUV and robotics • Public-private partnerships for critical infrastructure protection • Civil-military cooperation • Public safety communincations • ICT and geoinformatics for disaster risk management and reduction • Security-as-a-service • Education in disaster and emergency management • Best practices • Standards

https://easychair.org/cfp/tiemsac2017

https://easychair.org/account/signin.cgi?key=60055690.E61ZVbQwrla38ZuM

YES Deadline for submission: 30/11/2017

Community of Users Thematic Workhops

05-06/ 12/2017

Critical Control Rooms Congress

3 days of interactive workshops and discussions, pioneering case studies, as well as an exclusive visit to the CERN control centre. The event has been built to cover every aspect of an operator’s challenges with

05-07/ 12/2017

Geneva, Switzerland

https://tmt.knect365.com/critical-control-rooms/


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four focus tracks on Technology, Environment, People and Operations.

4th International Conference on Information and Communication Technologies for Disaster Management

ICT-DM’2017 aims to bring together academics and practitioners who are involved in emergency services, ad hoc planning and disaster management and recovery, in order to learn about the latest research developments, share experiences and information about this area and develop recommendations.

11-13/ 12/2017

Munster, Germany

Public Safety communications http://ict-dm2017.ercis.org/

2nd International workshop on Modelling of Physical, Economic and Social Systems for Resilience Assessment

The Workshop aims at discussing both the high-level strategic needs and the current scientific advances on modelling of physical, economic and social systems. The goal is to explore how these are linked in order to support resilience assessment in various dimensions.

14-16/ 12/2017

Ispra, Italy The workshop will focus on the following type of resilience: • Resilience of technological systems providing essential services to citizens during normal conditions as well as during crises; • Resilience of the built environment; • Resilience of communities and societies to cascading effects that propagate across infrastructures and networks of infrastructures; • Economic and societal resilience of modern societies and communities during shocks but also to longer term adaptations; • Resilience of individuals with respect to risk assessment, risk mitigation and post-crisis recovery; • Resilience to changes brought about by population growth, utilization requirements, and environmental conditions.

https://ec.europa.eu/jrc/en/event/workshop/2nd-international-workshop-modelling-physical-economic-and-social-systems-resilience-assessment

[email protected]

10th Community of Users Meeting

05-09/ 03/2018

Brussels, Belgium

Tentative date schedule. Addressed themes should be the following: • Sendai Framework for actions, links to the Union Civil Protection Mechanism • Chemical hazards, focus on SevesoIII Directive, CIP and UNECE TEIA • CBRN-E action plan and networking developments • Health related threats • Critical Infrastructure Protection • Standardisation

NO

The Third Northern European Conference on Emergency and Disaster Studies

The NEEDS conference aims to explore the status quo of crisis and disaster research and management. The conference wishes to harness its broad, interdisciplinary expertise by gathering crisis and disaster researchers from academic institutions and practitioners from the crisis and disaster management community to build networks and to discuss the most pressing issues in disaster research across the academic and practical disciplines.

21-23/ 03/2018

Amsterdam, the

Netherlands

Disaster research and management studies http://www.needs2018.com/

YES • Abstract submission: 01-12-2017 • Decision about papers: 15-12-2017 • Final papers: 01-03-2017


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20th International Conference on Disaster and Emergency Management

Goal is to bring together leading academic scientists, researchers and research scholars to exchange and share their experiences and research results on all aspects of Disaster and Emergency Management. It also provides a premier interdisciplinary platform for researchers, practitioners and educators to present and discuss the most recent innovations, trends, and concerns as well as practical challenges encountered and solutions adopted in the fields of Disaster and Emergency Management

05-06/ 03/2018

Rome, Italy Disaster and Emergency Management https://www.waset.org/conference/2018/03/rome/ICDEM

https://www.waset.org/apply/2018/03/rome/ICDEM?step=2

YES • Abstracts/Full-Text Paper Submission Deadline: October 20, 2017 • Notification of Acceptance/Rejection: October 31, 2017 • Final Paper (Camera Ready) Submission & Early Bird Registration Deadline: February 5, 2018 • Conference Dates: March 5 - 6, 2018

Bapco Annual Conference and Exhibition 2018

Best practice advice relevant to all areas of public safety comms: emergency services, or other safety-critical agencies such as Highways England. Topics include ESN, control rooms, future technology, as well as lessons learned from recent, high-profile public safety incidents.

20-21/ 03/2018

Coventry, UK Public Safety communications http://www.bapco-show.co.uk/

http://www.bapco-show.co.uk/register

Resilient Responsible Architecture and Urbanism (RRAU)

The aim of this conference is to exchange knowledge and experience in ramping up the future-proofing of new and existing dwellings and communities.

10-12/ 04/2018

Groningen, the Netherlands

Resilince of buildings and built areas https://www.ierek.com/events/resilient-responsible-architecture-urbanism

YES • Abstract Submissions – Deadline: 1st November 2017 • Last Notification for Abstract Acceptance: 10th November 2017 • Full Paper Submission - Deadline: 15th January 2018 • Last Notification for Full-Paper Acceptance: 10th February 2018 • Early Payment Deadline: 10th January 2018 • Regular Payment Deadline: 10th February 2018 • Late Payment Deadline: 10th March 2018 • Letter of Visa (for delegates who need visa entry): 10th February 2018 • Letter of Final


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Acceptance: 10th February 2018 • Conference Program: 10th March 2018 • Conference Launch : 10th April 2018

Resilient Cities 2018

26-28/ 04/2018

Bonn, Germany Resilient Cities 2018 will focus on: • Stocktaking: Reviewing the state of urban resilience and local implementation of the 2030 Agenda for Sustainable Development (cross-cutting theme); • Social cohesion: Building resilient urban societies (theme 3); • Resilient and resource efficient cities: transition toward a circular economy (theme 4); and • Reinventing business as usual: Private sector engagement in resilience building (theme 6).

http://resilientcities2018.iclei.org/

YES 8 September 2017 until 1 November 2017,

Critical Communications World 2018

15-17/ 05/2018

Berlin, Germany

Critical communications http://www.critical-communications-world.com/

http://www.critical-communications-world.com/register-your-interest

12th International Conference on Environmental Legislation, Safety Engineering and Disaster Management (ELSEDIMA) 2017

17-19/ 05/2018

Cluj-Napoca, Romania

http://www.elsedima.ro/

15th International Conference on Information Systems for Crisis Response and Management

ISCRAM is a global community of academic researchers and practitioners. The annual international conference is a premier international venue for the dissemination of peer-reviewed research and lessons learned from all aspects of information systems for crisis response and management.

20 - 23/ 05/2018

Rochester NY, USA

Topics of interest to ISCRAM include, but are not limited to: crisis informatics, geographic information systems (GIS), human-computer interaction, humanitarian information management, situation awareness, visual analytics, social media, serious games and more. We are particularly interested in conference participation from students and attendees from developing countries.

https://iscram2018.rit.edu/ https://iscram2018.rit.edu/registration


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04-08/ 06/2018

Brussels, Belgium

Tentative date schedule. Addressed themes should be the following: • National CoUs • Geological disasters • Climate extremes • Water safety & security • Resilient cities • External security

NO

11th International Conference on Risk Analysis and Hazard Mitigation

The conference covers a series of important topics of current research interests and many practical applications. It is concerned with all aspects of risk management and hazard mitigation, associated with both natural and anthropogenic hazards.

06-08/ 06/2018

Seville, Spain The following list covers some of the topics to be presented at SUSI 2018. Papers on other subjects related to the objectives of the conference are also welcome. • Risk analysis, assessment and management • Early warning and vulnerability • Temporal and spatial aspects of risk • Disaster management • Vulnerability assessment • Health risk • Case studies • Natural disasters (climate change, earthquake, flood) • Engineering risk (construction and transportation) • Safety and security • Evacuation, simulation and design • Political and socio-economic risk • Community and economic resilience • Communication of risk • Insurance • Economic risk

http://www.wessex.ac.uk/conferences/2018/risk-analysis-2018

https://www.wessex.ac.uk/index.php?option=com_chronoforms5&view=form&Itemid=5598&chronoform=RegisterWP&conf=risk-analysis-2018

YES Abstracts of no more than 300 words should be submitted as soon as possible

16th European Conference on Earthquake Engineering

16ECEE is around a breadth of state-of-the-art scientific topics: earthquake structural and geotechnical engineers, geologists and seismologists from all over the world will find an excellent forum to exchange ideas, share knowledge and discuss the most recent advances in soil dynamics, structural and geotechnical earthquake engineering, up to the boundaries of geology and engineering seismology.

18-21/ 06/2017

Thessaloniki, Greece

Natural disasters http://www.16ecee.org/ http://www.16ecee.org/registration

Abstract Submission: June 30, 2017 Notification of Abstract Acceptance: July 20, 2017 Full Paper Submission: November 30, 2017 Final Paper Submission after review: February 28, 2018


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26th International Conference on Modelling, Monitoring and Management of Air Pollution

Air pollution modelling Aerosols and particles Emission studies Health effects Indoor air pollution Air data quality Monitoring and measuring Air pollution control technologies Industrial air pollution Global and regional studies Climate change effects Emerging pollutants Air pollution management, policy and legislation Socio economic issues Public engagement Emerging technologies Case studies

19-21/ 06/2018

Naples, Italy http://www.wessex.ac.uk/conferences/2018/air-pollution-2018

https://www.wessex.ac.uk/index.php?option=com_chronoforms5&view=form&Itemid=5599&chronoform=RegisterWP&conf=air-pollution-2018

http://www.wessex.ac.uk/images/pdf_cfps/2018/AIR18_CFP.pdf

4th International Conference on Environmental and Economic Impact on Sustainable Development

Environmental policies and planning Environmental assessments Development issues Sustainable cities Economic impact Natural resources management Energy and the environment Food production systems and policies Ecosystems health Soil contamination Remediation Decommissioning of hazardous plants Brownfields rehabilitation Water resources management Air and water pollution Toxicity studies Pollution and public health Environmental health risk Community participation Legislation and regulations

20-22/ 06/2018

Naples, Italy http://www.wessex.ac.uk/conferences/2018/environmental-impact-2018

https://www.wessex.ac.uk/index.php?option=com_chronoforms5&view=form&Itemid=5600&chronoform=RegisterWP&conf=environmental-impact-2018

https://www.wessex.ac.uk/images/pdf_cfps/2018/EID18_CFP.pdf


19-23/ 11/2018

Brussels, Belgium

Cyber security and crime Human factors Border security Radicalisation Fight against crime and terrorism Communication, interoperability

6th Annual Conference of the Crisis Management and Disaster Response Center of Excellence

To spread the knowledge concerning Lessons Identified/Lessons Learned in disasters relief and humanitarian assistance, consequence management and the ways of mitigation the effects of the natural and manmade calamities. To make contacts in order to exchange ideas among the members of the crisis

05-07/ 06/2018

Sofia, Bulgaria Climate Changes and Security. Implications in Military Activities. Future Crisis and Disasters Operations Crisis and Disasters Management Practices in Support of Decision Makers.

https://www.cmdrcoe.org/menu.php?m_id=2&c_id=63

https://www.cmdrcoe.org/menu.php?m_id=2&c_id=63

YES, contact: CMDR COE Annual Conference Director, Col Orlin Nikolov on +359 2 92 24705; 359 88

Submission Abstracts: April 30th, 2018 Deadline for receiving full presentations for the Conference: May


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“Interagency Interaction in Crisis Management and Disaster Response”

management community of interest. To bring opportunities for the researchers from different countries to present their work and share experience with other scientists working in the same field. To share data and facilitate cooperation between research institutes and governmental organisations.

799 7540 or [email protected]

31st, 2018

IGNIS Project Final Conference

08-10/ 01/2018

Marseille, France

The 5th International Conference on Healthcare System Preparedness and Response to Emergencies & Disasters (IPREAD V)

Observe and participate in a comprehensive Mega MCE drill. The drill will be conducted on the 3rd day of the conference. It will simulate a terror attack on a densely populated urban facility and will demonstrate the management of the event, involving numerous affected civilian casualties. The drill will include civilian first responders working side by side with military Search & Rescue teams, stemming from the Home Front Command. Following triage and life-saving treatment, the casualties will be evacuated to a level 1 trauma center for decontamination and definitive care.

14-17/ 01/2018

Tel Aviv, Israel Urban Terrorism Consequences of Prolonged Conflicts CBRN Threats Natural Disasters

http://www.ipred.co.il/ https://ipred5-os.kld-conf.com/

No


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Annex 5 – Partners’ Dissemination and Communication capabilities

Consortium social media

Partner

Social media accounts Type of stakeholders reached out

Twitter LinkedIn Facebook YouTube

Other

Prac

titio

ners

Publ

ic bo

dies

Scie

ntifi

c and

Re

sear

ch

Com

mun

ity

Priv

ate

sect

or

Stan

dard

isatio

n bo

dies

Rela

ted

proj

ects

an

d in

itiat

ives

Account Followers Account Members Account Members Account Subscribers

ATOS @Atos, @AtosES

25000 ATOS LinkedIn

530000 ATOS Facebook 45000 ATOS YouTube - x x x x x x

ARC @roteskreuzat 4663 @roteskreuzat 100123 Roteskreuzat Instagram

TCS @ThalesSecurity

x x x

TNO

@TNO_nieuws@TNOpublications @TNO_pers

22927 TNO LinkedIn

34,238 TNO Facebook 10.710 TNO YouTube 1342

x x x x x x

ARTTIC @ARTTIC_RTD 344 ARTTIC

LinkedIn

684 N/A N/A ARTTIC YouTube

60 N/A

x x x

PRIO @PRIOUpdate 5925 PRIO Facebook 8161

x x x x x

DLR

@DLR_en 28300 N/A DLR Facebook DLR YouTube 11713 Flickr, vimeo, instagramm

x x x x

DRC

@IFRC_PS_Centre

2250 N/A @Psychosocial.Centre

3562 DRC YouTube 56 www.mhpss.net

x x x x


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Partner

Social Media account Type of stakeholders reached out


Other

Prac

titio

ners

Publ

ic bo

dies

Scie

ntifi

c and

Res

earc

h Co

mm

unity

Priv

ate

sect

or

Stan

dard

isatio

n bo

dies

Rela

ted

proj

ects

and

in

itiat

ives

Account Followers Account Members Account Members Account Subscribers

MDA @Mdais 6532 N/A @mdaonline 22,408 Magen David Adom

2600 Instagram X X X X X

SRH @VRH_Haaglanden

6000 SRH LinkedIn

2000 SRH Facebook 2550 SRH YouTube 356 Instagram: veiligheidsregiohaaglanden

x x x x

Ecorys @Ecorys 1207 Ecorys LinkedIn

7800 n/a n/a n/a n/a n/a

x x x

EDI n/a n/a EDI LinkedIn

1800 EDI Facebook 458 n/a n/a n/a

x x x

GMV @infoGMV 1117 GMV LinkedIN

18.158 @infogmv 1.896 GMV YouTube 288 G+

x x x

FRQ https://twitter.com/frequentis

981 N/A N/A FRQ Facebook 1530 FRQ YouTube 167 n/a x x x x x x

HKV https://twitter.com/HKVlijninwater

230 HKV LinkedIn

620 n/a n/a HKV YouTube n/a n/a

x x x x x

ITTI n/a n/a n/a n/a ITTI Facebook 75 n/a n/a n/a

x x x

XVR @XVRsimulation

537 XVR LinkedIn

624 XVR Facebook 930 XVR YouTube 281 n/a X X X


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Partner

Social media account Type of stakeholders reached out


Other

Prac

titio

ners

Publ

ic bo

dies

Scie

ntifi

c and

Re

sear

ch C

omm

unity

Priv

ate

sect

or

Stan

dard

isatio

n bo

dies

Rela

ted

proj

ects

and

in

itiat

ives

Account Followers Account Members Account Members Account Suscribers

PSCE @psc_e 360 PSCE LinkedIn

PSCE Facebook PSCE YouTube x x x x x x

DIN @DIN_Norm, @DIN_Innovation

3515 382

no no DIN Facebook 1846 DIN YouTube 109 no

X x x x x x

AIT

JRC @EU_ScienceHub

16100 JRC LinkedIn

20702 JRC Facebook 8,479 JRC YouTube 1038 x x x x x x

ARMINES @MinesAlbiGIND, @IMTMinesAlbi, @_ARMINES_

149, 485, 243

no no no

X X

WWU

CSDM @IT4SecBG 11 CSDM LinkedIn

110 CSDM Facebook 275 no no X X X X

DWR @disasterwaste

120 DWR LinkedIn

20 no no x x x x

CITET CITET LinkedIn

2334

x x x

EOS @eos_EU 510 EOS Linkedin

600 n/a n/a n/a n/a no x x x

SGSP n/a n/a n/a n/a SGSP Facebook 12 249 n/a n/a n/a x x x


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Partner

Social media account Type of stakeholders reached out


Other

Prac

titio

ners

Publ

ic bo

dies

Scie

ntifi

c and

Res

earc

h Co

mm

unity

Priv

ate

sect

or

Stan

dard

isatio

n bo

dies

Rela

ted

proj

ects

and

in

itiat

ives

Account Followers Account Members Account Members Account Suscribers

SRC PAS n/a n/a n/a n/a @CentrumBadanKosmicznychPAN

4764 SRC PAS 85 n/a x x x

EASS

Valabre @EntenteValabre

2497 Valabre LinkedIn

177 @entente.valabre 2717 n/a n/a n/a

x x x x


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Consortium internal events

Partner Internal events where DRIVER+ should/can be (or has been) presented Type of stakeholders participating Geographical coverage

Name Dates Location Size

Prac

titio

ners

Publ

ic bo

dies

Scie

ntifi

c and

Re

sear

ch

Com

mun

ity

Priv

ate

sect

or

Stan

dard

isatio

n bo

dies

Rela

ted

proj

ects

an

d in

itiat

ives

Loca

l

Natio

nal

Regi

onal

Euro

pean

Inte

rnat

iona

l

ATOS N/A N/A N/A N/A

ARC

TCS N/A N/A N/A N/A

TNO n/a n/a n/a n/a

ARTTIC N/A N/A N/A N/A

PRIO Brownbag discussions, departmental meetings, public events

N/A PRIO hq

x x x x x x x x x x

DLR

DRC

MDA N/A N/A N/A N/A

SRH N/A

Ecorys N/A N/A N/A N/A

EDI N/A N/A N/A N/A

GMV

FRQ PMR Expo 29.11.2017 Cologne >100 participants x x x x x x x HKV N/A N/A N/A N/A

ITTI N/A N/A N/A N/A

XVR N/A N/A N/A N/A

PSCE PSCE Conference in

Brussels End of May 2018 Brussels 80 x x x x x x x x x x


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DIN N/A N/A N/A N/A

AIT

JRC European Crisis Management Laboratory workshops and conferences

We ususally organise 2 workshops per year

Ispra 20-50

x x x x x x x x

ARMINES Not for the moment

WWU ICT-DM'17 11 to 13 December 2017

Münster (Germany) > 100 participants X X X X

CSDM n/a

DWR

CITET Tools for Collaboration in the Supply chain

TBD (1st semester 2018)

Madrid > 100 participants x x x x

EOS EOS 10th Year Anniversary / several Policy Meetings

TBD Brussels TBD X X X

SGSP Not for the moment

SRC PAS n/a n/a n/a n/a

EASS SRIEE2017 14 to 15 November 2017

Tallinn (Estonia) > 500 participants X X X X X X X X Valabre N/A N/A N/A N/A


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Consortium internal publications

Part

ner

Internal publications to relay DRIVER+ information Comment Type of stakeholders reached out

Geographical coverage

Website news Blog Newsletter Journals Magazines

(Please indicate the frequency of the different internal channels, if any (e.g, monthly newlstter, etc.)) Pr

actit

ione

rs

Publ

ic bo

dies

Scie

ntifi

c and

Re

sear

ch

Priv

ate

sect

or

Stan

dard

isatio

n bo

dies

Re

late

d pr

ojec

ts

and

initi

ativ

es

Loca

l

Natio

nal

Regi

onal

Euro

pean

Inte

rnat

iona

l

ATOS R&D Internal newsletter On demand, after a big project milestone

x

ARC TCS https://www.thalesgroup.com/

en

TNO https://www.tno.nl/en/ n/a TNO Time TNO Time app once a month for Defence, Safety and Security

x x x x x x x x x

ARTTIC

http://www.arttic.eu/pages/fr/actualites.php

No No No News can be posted on demand x x x

PRIO https://www.prio.org/Projects/Project/?x=1656

x x x x x x x x x x

DLR DRC MDA https://www.mdais.org/en/acti

vities/european-projects

No Yes on-line magazine

X X X X x

SRH no no no no Ecorys

http://www.ecorys.nl/english/#nieuws

No No Internal magazine On demand as well x x x x x x

EDI No No No Internal Intranet x x


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GMV https://www.gmv.com/en/Company/Communication/

https://www.gmv.com/blog_gmv/language/en/

NO https://www.gmv.com/en/Company/Publications/GMVNews/

News can be posted on demand x x x x x x x x x x

FRQ http://www.frequentis.com/en/at/service-links/search/?q=research&L=0

No FRQ Research bulletin FRQ Research bulletin On demand

x x x x x x x x

HKV https://www.hkv.nl/en/news/ No No No News can be posted on demand x x x x x x x x x

ITTI http://www.itti.com.pl/projekty-rd/komisja-europejska/

No No No News can be posted on demand

x x x x x x x x

XVR http://www.xvrsim.com/en/Media/News_Items/

http://www.xvrsim.com/en/Media/Blog/

No No On demand x x x x x x x x

PSCE DIN https://www.din.de/en no no no on demand x x x x x x x x x x x AIT www.dlr.de/dlr/en/ http://www.dlr.de/blogs/en

/all-blog-posts.aspx

no DLRmagazine on demand, together with big milestones/ impactful project results/Trials

x x x x x x x x x x x

JRC http://drmkc.jrc.ec.europa.eu/ no http://drmkc.jrc.ec.europa.eu/overview/Newsletter

JRC annual report https://ec.europa.eu/jrc/en/jrc-newsletter -

x x x x x x x x

ARMINES

n/a WWU

CSDM

https://it4sec.org/content/csdm

http://procon.bg/view-volumes anytime relevant news are available x x x x x

DWR www.disasterwaste.org Yes Chartered Institute of Waste Management RedR Reliefweb

CITET http://citet.es/noticias.aspx No R+D Finance and projects Newsletter

No Each 2 Months x x x x


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EOS will be reniewed soon No R&I Newsletter No On demand X X x SGSP http://sgsp.edu.pl n/a n/a No Annual report x x x x x x SRC PAS

http://www.informacjakryzysowa.pl/en ; http://www.cbk.waw.pl/en/

n/a n/a SRC PAS Annual Report

x x x x x x x

EASS Valabre

http://www.entente-valabre.com/blog

no no no News can be posted on demand x x x x x x x


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Preferred journals for publications Partner Preferred journals/channels for publication of relevant information (specialised journals, local news, association newsletters, etc.) Type of stakeholders reached out by the publication

#1 #2 #3 #4 #5

Prac

titio

ners

Publ

ic bo

dies

Scie

ntifi

c and

Res

earc

h Co

mm

unity

Priv

ate

sect

or

Stan

dard

isatio

n bo

dies

Rela

ted

proj

ects

and

initi

ativ

es

Nam

e

Geog

raph

ical

cove

rage

Nam

e

Geog

raph

ical

cove

rage

Nam

e

Geog

raph

ical

cove

rage

Nam

e

Geog

raph

ical

cove

rage

Nam

e

Geog

raph

ical

cove

rage

ATOS N/A N/A N/A N/A

ARC

TCS N/A N/A N/A N/A

TNO Brand & Brandweer

National Journal of Contingencis and Crisis Management

International DRMKC newsletter

EU TIEMS newsletter

International

x x x x x x

ARTTIC Crisis Response Journal

International Emergency Services Times

National (UK) TIEMS newsletter

International x x x x

PRIO Security DIalogue

International PRIO blog International PRIO Policy Brief

International x

DLR ATM journals/magazines

International

DRC Intervention. Jou

rnal of Mental Health and psychosocial Support in Conflict Affected Areas

International

x x x x

MDA

THG Nationale veiligheid en crisibeheersing

National De veiligheidsr gio

National AD Haagsche krant

regional RTV WEST Regional x x

Ecorys N/A N/A


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EDI

GMV

FRQ Research bulletin International FRQ company newsletter

FRQ company wide

x x x x

HKV

ITTI N/A N/A N/A N/A

XVR Fire&Rescue magazin

International (UK)

Emergency Services Times

National (UK) Brand&Brandwer

National (Belgium)

NCTV Magazine

National (NLD)

Crisis Prevention

National (DEU & AUT) x x x x x

PSCE

DIN DIN-Mitteilungen

National (GER)

x x x x x x AIT

JRC

ARMINES

scientific journal Europe

WWU Main IS, OR and SCM&Logistics Journals (too many to name they)

International

CSDM journals indexed in Scopus

Information & Security: An International Journal

International

x x x x

DWR

CITET

EOS Security Europe Europe Crisis Response Journal

Europe n/a n/a n/a n/a n/a n/a

x SGSP Przegląd

Pożarniczy National (PL) W akcji National (PL) Internal

Security National (PL) Zeszyty

Naukowe SGSP

National (PL) Zeszyty Naukowe CNBOP

National (PL) x x x

SRC PAS Przegląd Pożarniczy

National (PL) W akcji National (PL) x x x x EASS

Valabre Les Cahiers

Scientifiques de l'ENSOSP: Les Perspectives

National SAPEURS-POMPIERS DE FRANCE

National Soldats du feu Magazine

national

x x x


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Annex 6 – Dissemination and Communication Points of Contact

# Partner D&C PoC

First name Last name Email Does your company has a communication/PR/media

department?

Can we contact them directly if needed?

If yes, please provide the contact details (name, email address, phone

number) 1 ATOS Francisco

Javier González Gala [email protected] Yes No

3 ARC Gerald Czech [email protected] Yes Yes with cc to PoC Gerald Czech ([email protected])

4 TCS Laurent Dubost [email protected] Yes No – contact PoC 5 TNO Marcel Van Berlo [email protected] Yes No – contact PoC 7 ARTTIC Stéphanie Albiero [email protected] No 9 PRIO Stine Bergersen [email protected] Yes Yes with CC to PoC [email protected]

10 DLR Michael Drews [email protected] Yes No – contact PoC 11 DRC Martha Bird [email protected] No 13 MDA Nadav Matzner [email protected] Yes No- contact PoC 14 THG/SRH Andre de Rond [email protected] Yes No- contact PoC 17 Ecorys Laura Birkman [email protected] Yes Yes with cc to PoC [email protected]

18 EDI João Vale [email protected] No 19 GMV Hector Naranjo [email protected] Yes Yes with cc to PoC [email protected]

20 FRQ Ludwig Kastner [email protected] Yes No – contact PoC 21 HKV Job Verkaik [email protected] Yes Yes with cc to PoC [email protected]

23 ITTI Piotr Tyczka [email protected] No 24 XVR Maurice Sammels [email protected] Yes Yes with cc to PoC [email protected]

26 PSCE Marie-Christine Bonnamour [email protected] Yes Yes with cc to PoC [email protected] 27 DIN Esther Kähler [email protected] Yes No – contact PoC 28 AIT 29 JRC Chiara Fonio [email protected] Yes No


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30 ARMINES Sébastien Truptil [email protected] No 31 WWU Adam Widera [email protected] Yes No 33 CSDM Todor Tagarev [email protected] No 34 DWR Gary Morris-Iveson [email protected] No 35 CITET Jesus Poveda [email protected] No 37 EOS Klaudia Tani [email protected] No 38 SGSP Anna Prędecka [email protected] No 39 SRC PAS Karolina Trzebinska [email protected] No 40 EASS Marek Link [email protected] 41 Valabre Alice Clémenceau [email protected] yes no

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