This document discusses how crisis management relates to collaborative networks and how peer-to-peer (p2p) networks can support large-scale collaboration during crises. It introduces citizens/the crowd as a new potential partner in crisis response networks. Key points include: crisis response requires coordination between multiple organizations; p2p networks may help with information sharing but require trust and control; citizens are increasingly involved through social media during crises.

1. Collaborative Networks and Crisis
Management
François Charoy - @charoy
Inria/University of Lorraine
EQUIPE PROJET
Coast
CENTRE Inria
Nancy Grand Est 02/09/2015

2. Coast Team
• Inria/LORIA research
team (15/20 people)
• University of Lorraine
• Research topic :
• Web Scale trustworthy
collaborative systems
• Teams.inria.fr/coast
• @InriaLORIACoast
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Inria NANCY
Grand Est

3. Goals of the presentation
• Shows how Crisis management response
organisation relates to a collaborative network
• Shows how p2p can be leverage to support large
scale collaboration
• Introduces a new partner : the crowd
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4. Disaster and Crisis management
• Definition (Red Cross)
– Disaster Management can be defined as the organization and
management of resources and responsibilities for dealing with all
humanitarian aspects of emergencies, in particular preparedness,
response and recovery in order to lessen the impact of disasters.
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5. Disaster management phases
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http://www.ifrc.org/en/what-we-do/disaster-management/about-disaster-management/

6. Emergency management
organisation
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• Multi-organisational :
– Security organisations,
– Health care organisation,
– Safety organisations,
– mayors,
• Centralised coordination
• Hierarchical

7. When the scale increases
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• Across borders
• Across organisations
• Across cultures
• Across interests
• Always cluttered by
– Political and legal issues
– Limited resources
– Interoperability issues
• Current approach
– Collaborative
– Decentralized
– Based on Trust

8. Network partners
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• Traditional actors
– Police,
– Firefighters,
– Healthcare, Hospitals,
– Civil Security,
– Military,
– Red Cross,
– Local Civil servants…
• Ad-Hoc actors
– Industry worker,
– transportation workers
– Other GNOs

9. Network building
• During the preparedness phase
– Training and exercise
– Interpersonal network construction
• Not easy to prepare to the unexpected
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10. Variation in crisis
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• Crisis management is an evolving matter
• Recent crisis have obliged to revise the
preconceived view on crisis management
From a technical point of view
From a sociological point of view
• It impacted our self-confidence

11. Haiti Earthquake 2006
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• 7.0 Magnitude
earthquake – 3.5M
people affected –
220.000 death (est.)
• Hundreds of responding
organisations

12. Unexpected event at an unexpected scale
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• First responder : people
• Overwhelming answer
from the international
community (hundreds of
NGO’s)
• First important use of
social network
• volunteer based crisis
mapping
• http://www.digital-
humanitarians.com/

13. Hurricane Katrina 2005
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• Category 5 Hurricane
• Caused breaches to flood protections structures
• 80% of the city of New Orleans Submerged (1500 deaths)

14. Coordination issues
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• Very wide area affected
• Several political decision levels
• Lack of preparedness
• Coordination issues during the evacuation

15. The Danube floods
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• 2002,2005,2006,…,2014
• Very common event – cross international borders
• Requires a dedicated organisation - International Commission
for the protection of the Danube River
Wolfgang Rattay/Reuters)

16. Hurricane Sandy 2012
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• Hits the East coast of the United States (NY City, New Jersey)
• High level of activities in social media

17. Crisis Management status
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• The level of preparedness increases in developed
countries
• ICT shows its benefits.
Easier access to information
Greater people involvement
• But still a lot of information management issues
• (See ISCRAM Conference)
• We can do better

18. Collaborative Network issues
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• Setting up the network
• Aligning the goals
• Shifting of goals
• Sharing informations
• Coordinating actions
• The citizen involvement

19. Setting up the network
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• Exercise, Simulation and training
Training for different level of events
Network building between traditional organisations
• Network Topology
Different topologies can be deployed
Depends on the extent and duration
Depends on cultural and political issues
Peer to Peer vs Star

20. Aligning the goals
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• The network needs to agree on the goals
• High level goals : saving lives, protecting assets
• Variety of means and priorities
Evacuating, building dams, distributing food,
providing health care, searching and rescuing
Lack of resources
• Again political issues

21. Shifting of the goals
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• The crisis has a dynamic
More or less predictable
it may increase/evolve
• Rescuer have to adjust
their goals
• Rescuer have to decide
when to shift
• Rescuers have to decide
what is the priority
• Search and Rescue
• Fulfilling basic needs
• Providing shelter
• Reconstructing
• Finding relatives
• Preventing epidemics
• Restoring security
• …

22. Sharing informations
• Collaboration requires
– to share information effectively
– to preserve privacy
– to contain information propagation
– trust in the network
– control on the data distribution
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What do we share
Documents
Calendars
Maps
Contacts
Plans
…

23. Traditional centralized architecture
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Who control the
server

24. Naive p2p Architecture
2405/10/2015ProVE Keynote – Crisis management and Collaborative Networks

25. Abstract/Configurable p2p architecture
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• Decide of the topology and the contracts

26. Hybrid collaboration between organisations
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• Centralised inside organisations/ p2p between
organisations
Sharing
Contract

27. Ad-Hoc collaboration on the field
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• P2p collaboration between people regardless of
organisations
MUTE P2P Editor

28. Secure distributed collaboration
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• Collaboration data can be encrypted and not
shared on the cloud (being investigated).
• Provides guarantees to the participants

29. Coordinating actions
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• Coordination between organisation is a cornerstone
of collaborative networks.
• Important questions
Who governs the coordination
Who design the process
Who control the process

30. BPM and Crisis Management
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• Business Process Management/Workflow Systems
have been suggested for emergency management
• do they work for disaster management?

31. The answer is no/not really
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• Outcome of a workshop with Firefighters

32. Four principles
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• The model has to be dynamic
• Design time = Execution time
• Dependencies requires flexibility
• No one should own all the control
Allen Temporal dependencies

33. Activity and dependency
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© SAP
2010 /
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Search People
Plan
Execute
Finish Failed
Transport People
Plan
Execute
Finish Failed
Activity
Activity
Temporal
Dependency
Idle

34. Activity and governance
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Plan
Exe-
cute
Fail Finish Cancel
Idle ResponsibleAccountable,
consulted
Accountable,
responsible
Accountable,
responsible
Accountable,
Responsible,
Consulted
Responsible Role (User
assignment
to this role is
part of the
activity)
State of
Manage-
ment
Lifecycle
Transition

35. Inter organisational issues
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© SAP
2008 /
Page 35
“we are exchanging text information real-
time through either cell or mobile units or
satellite”
[..]
“obvious the more complex a situation
gets, for instance where you may have
many organizations working collectively
in order to accomplish a goal, but at the
same time working independently in terms
of their own interests, where you get in
those in situation like that, you know it get
to the point, to be so complex that it would
be overwhelming”
Fire Fighter, Hamilton, MT

36. Coordination problem awareness
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37. Implementation on Google Wave
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38. Experimentation
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• How to validate the
model ?
• Crisis are difficult to
replicate
• Very few crisis
management exercises

39. A new partner for crisis management: the
citizen
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• A challenge for traditional response organisation
• They are the first responders
• They have sophisticated communication tools
• They have volunteers all over the world
• It’s simple but it’s challenging

40. International and official recognition
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• Since Haiti the role of social media and of digital
volunteers is recognised
• Ushahidi
• Digital Humanitarians
• Visov (French organisation)
• …
But…

41. The Refugee crisis 2015
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• A very tricky kind of crisis
• Affect international relationships
• Difficult agreement on the response

42. The #refugees response
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Instagram stream – 23/9/2015
Twitter stream – 23/9/2015

43. Citizen initiative
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• Citizen create Facebook
pages to coordinate
• Different dimensions and
scale
• Collect and distribute
resources directly

44. Crowdfunding
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• Citizen initiative
• With or without GNO
support

45. Mapping information about aid initiatives
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46. 05/10/2015ProVE Keynote – Crisis management and Collaborative Networks - 46

47. Mapping of events in Syria
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48. Official vs citizen initiative
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49. Airbnb for refugees
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50. New challenges for collaborative
networks in crisis management
• Fast creation of large scale collaborative network
• Coordination at different scales
– People/Organisations
• Updating and sharing data at a large scale
– Trust/Privacy issues
• Involvement of people/The crowd
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51. QUESTIONS ?
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52. Credits
• Some slides have been prepared by
– Jorn Franke (Activity management)
– Gérald Oster (P2P sharing)
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