D1.1. ResiStand Handbook - The projects' conceptual model

The ResiStand Handbook serves the project participants as a guidebook that allows a shared understanding for the goal, vision and approach of ResiStand, including its detailed work structure, and an organisation of assumptions and principles for the case of standardisation in crisis management and disaster resilience. As a basis, the current standardisation landscape is described. 'Formal' standards are developed on international level by ISO (International Organisation for Standardisation) and IEC (International Electrotechnical Committee), on European level by CEN (European Committee for Standardisation), CENELEC(European Committee for Electrotechnical Standardisation) and ETSI (European Telecommunications Standards Institute), and on national level by the National Standardisation Body (NSB). In addition, standards are developed by e.g. trade organisations, which are very often accepted by full sectors as being the guidelines to be used, even though not recognized by governments as 'formal standards'. Military standards are developed by NATO's own standardisation organisation, the NSO (NATO Standardisation Office). Also other organisations such as UN and federal agencies are working of harmonisation and issues respective guidelines and de-facto standards. A recognised challenge in the current standardisation process is that research organisations and research projects often do not (or not early enough) find the path to the standardisation organisations. Also cooperation between different technical committees working on different aspects of a related subject is sometimes missing. In addition, the involvement of those who actually benefit of standards, and who might be the best to describe further needs in standardisation, is challenging. ResiStand's overall goal is to find new ways to improve the crisis management and disaster resilience capabilities of the European Union and of individual Member States with means of standards. This overall goal will be achieved through three objectives, which are: (1) to propose new standardisation activities; (2) to provide a better understanding of the potential of standardisation as a tool for improving disaster resilience; and (3) to conclude a new, sustainable process to improve future standardisation work. The ResiStand's approach to reach these objectives builds on the concept of stakeholder communities, which have their own role, motivation and effect in the process: The Standards Advisory Group (SAG), the End-UserCommunity (E-UC), and the Supplier Community (SUC). ResiStand will address and survey all these communities - needs of End-Users, opportunities created by the Suppliers and activities of Standardisation organisations - in order to collate them into a roadmap for future standardisation activities. Thereby, ResiStand provides a pre-standardisation process that supports standards developing organisations inprocessing the vast amount of information on the demand and supply side and in preparation of structured input to the actual standardisation work. ResiStand will also network with and gather outputs of stakeholder groups and research projects. The implementation of the approach is presented in a description of the work structure and detailed ""work package charters"", which include participants, scope of work, as well as in- and outputs of all tasks. Equally important for a common structure of work is the Conceptual Framework for ResiStand, which provides an organisation of ideas for the case of standardisation in crisis management and disaster resilience. It will ensure that the parallel activities of the project are based on a shared understanding and will use a common structure allowing the integration and processing of results in later stages of the project. Besides definitions of basic terms, the framework comprises a description of the Disaster Management Cycle (also including crucial resilience aspects) and its four phases Mitigation, Preparedness, Response, and Recovery. For each of these phases, a number of operational tasks and supporting tasks have been identified and defined. Further, a categorisation of organisations involved in all four phases of disaster management is given.