sou · GTB3104d2 · 2006-01-01 00:00:00 — Information sources other than the traditional ones must be monitored, both as sources for the supply of information and as independent centres from which information is disseminated, changing the premises for opinion formation. The situation calls for both new technology and to some extent new know-how. Government offices cannot be dependent on the media to form an opinion of a situation. To meet reasonable requirements of autonomy, complementary flows of information are needed and a capacity for actively seeking information not communicated through the traditional media. This requires in its turn an analytical capacity, that is to say area-specific expertise, to decide what supplementary information should be sought and where it should be sought. The new media situation also signifies changed preconditions for authorities choice of information strategy. It may be necessary to follow a more open information strategy than that traditionally applied. Government coordination with non-governmental actors The evaluation has shown that non-governmental actors could be used in emergency preparedness to a greater extent than has so far been the case in . Cooperation with private and other non- governmental actors may be necessary both for obtaining information and for specific action in an emergency situation. A concrete example is that the Government enter into contracts with, inter alia, tour operators and Swedish companies operating abroad in order to obtain immediate access to information about the Swedes who are in a specific country. The task of making and maintaining such contacts and entering into such contracts should rest with the national crisis management units management. agencies, insurance companies and SOS organisations are also vital cooperation partners for obtaining other information about the ongoing situation and for planning action such as custody and transport home. Cooperation with voluntary organisations is essential to enable the whole of societys resources to be utilised in a crisis. Naturally, it is of major importance here too that contacts are established in good time before a crisis in order to ensure efficient coordination of efforts in the emergency situation. It is also very important to build networks of non-governmental actors abroad. For a small country such as it is neither possible nor desirable to maintain missions abroad of such dimensions as would guarantee in all cases the resources that might be needed in a crisis. It is therefore an important task for Swedish missions in situ to make contact and establish cooperation with companies, organisations and private individuals. In major crises, many volunteers – who either happen to be in the place or go there – spontaneously take part in assistance efforts. The use of volunteers in crisis management is largely an unregulated area. It may be assumed that in an emergency situation the authority responsible can employ personnel for project work or in some other way conclude contracts for special services from individuals. Coordination with other countries It is not realistic to assume that the EU will be responsible for operations of this type in the foreseeable future. Instead, informal networks between nations appear to be the main complement to national emergency preparedness. In this context, must be a competent cooperating partner. A crisis management unit of the type recommended is a precondition if other countries crisis management units are to have a natural contact point in emergency situations. The proposed crisis management unit must actively establish good contact networks all over the world for informal exchanges of information and possibly to coordinate different efforts. Certain initiatives have been taken for increased cooperation between the Nordic countries. Among other things, consultations between the Nordic capitals is to be intensified and joint transportation home from crisis areas prepared. Furthermore, the Nordic embassies and consulates will be instructed to jointly plan and, above all, locally practise crisis leadership and management. Language is a common and important basis on which to build. The Nordic foreign missions should, in the Commissions view, aim to treat each others citizens as their own. Financial matters pertaining to the countrys crisis management capability have two sides. On the one hand it concerns regulation of the damage and injuries that occur after a major accident or in connection with a crisis of a protracted nature and, on the other, financing of the crisis management that is to improve the ability to deal with crises while they are ongoing. A fundamental change of cost liability for damage occurring in connection with major accidents abroad is not warranted. It should continue to be the individual who through privately financed insurance bears the main responsibility for his/her own protection and safety. Thus, agencies and insurance companies are the actors who must in the first instance take responsibility for emergency efforts covering care, care, transportation home, etc. in connection with minor accidents. The role of the public sector is in the event of major accidents and crises to step in to strengthen societys total resources to cope with the situation. The division of costs between the public and private sectors in connection with such efforts is difficult to specify in advance by means of a formula and should be subject to discussions between the parties concerned in the same way as was the case after the . Whatever the outcome of such discussions, it may be established that the average annual costs for the state will be limited. Special arrangements to cover these costs should scarcely be needed – if the original intentions behind the budgeting are respected and reasonable scope reserved under the expenditure ceiling in the budget, this should be fully sufficient. The cost of maintaining a crisis management unit of the type described above will depend on the level of ambition chosen. An alternative based on a staff of 30 may be estimated to correspond to million a year. To this should be added costs associated with external contracts, which are difficult to estimate. Financing will of course be effected by reconsidering priorities in the policy area Contingency measures against accidents and severe emergencies under expenditure area 6 in the budget. In the coming fiscal years, the appropriation Emergency preparedness in this policy area will be at a level of around billion and there should be no difficulty in financing the proposed crisis management through reconsideration of priorities within this appropriation. Many who were hit by the have described the deep disappointment they felt. For exposed Swedish citizens in shock – sometimes separated from their families – meeting a weak Swedish mission in the country of the disaster was a bitter and harrowing experience. The embassy was not the safe place they expected nor did the administration in live up to their expectations. And many officials feel strongly that they did not cope. Others have difficulty in accepting the criticism. They may perceive it to be based on hindsight, wrong or out of proportion. However, development presupposes the ability to reappraise. The Commission has scrutinised Sweden´s public institutions and the work of leading decision-makers with regard to preparation, vigilance and initial response. of responsibility, the report raises some points concerning leading politicians and officials. This is necessary in order to restore confidence between citizens and those in power and secure it in the long term, and also in order to enhance our ability to handle crises. The Commission has submitted a contribution to the development of emergency preparedness. The best way of showing respect for those afflicted is to create an emergency preparedness based on responsibility and the ability to take action.