Att studera tvärsektoriell krishanteringsförmåga

Authors:

  • Per-Anders Oskarsson
  • Magdalena Granåsen
  • Mari Olsén
  • Niklas Hallberg

Publish date: 2019-10-07

Report number: FOI-R--4791--SE

Pages: 44

Written in: Swedish

Research areas:

  • Krisberedskap och civilt försvar

Keywords:

  • crisis management
  • inter-organisational crisis management capability
  • crisis management exercise
  • observation
  • collaboration

Abstract

On November 22 2018, Örebro County performed an inter-organisational crisis management exercise with 16 organisations. The project KOMET participated by observing three of the organisations: the County Administrative Board, the Regional Healthcare Administration, and a regional fire and rescue service association. The purpose of the project's participation in the exercise was to test a methodology for data collection and build knowledge about interorganisational crisis management exercises. An observation protocol was used, where the observations were categorised according to internal staff work, external collaboration and situational picture. The protocol was a modification of an observation protocol used in a previous inter-organisational crisis management exercise. During the analysis, the observations were categorised according to nine prototypical aspects of interorganisational crisis management capability that had been identified in a previous literature review. These were: interaction, coordination/C2, decision making, relationships, situation awareness, resilience, preparedness, system performance, and information infrastructure. All aspects of inter-organisational crisis management capability, except preparedness and system performance, were identified in the analysis of the observations from the exercise. Situation awareness, interaction and coordination/C2 were the aspects most frequently observed, while there were few observations of relations and resilience. Decision making and information infrastructure were also relatively infrequently observed. The fact that decision making was infrequently observed can be explained by a task- oriented and decentralised leadership with a large degree of freedom for the actors to manage the situation. Difficulty observing the outcome in the field by observation of centrally positioned organisations explains why system performance was never observed during the exercise. The relevance of the nine aspects of inter-organisational crisis management capability is supported both by their applicability for categorisation of the observations and the evaluators' answers in the questionnaire ,where they were rated as relevant for evaluation of inter-organisational crisis management exercises.

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