Developing a distributed interactive exercise platform
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The document discusses developing a distributed interactive real time training and exercise platform. It proposes integrating live, constructive, and virtual platforms to provide training for various audiences including political/policy makers, leaders/staff, and first responders. This would allow for parallel and cost-effective training through tools like simulations, exercises, and drills. The platform aims to improve preparedness and validate plans through realistic scenario-based training.
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Developing a distributed interactive exercise platform
- 1. CCG©2013 Developing a Distributed Interactive Real Time Training and Exercise Platform
- 2. CCG©2013 Enter the 21st Century Finding a Balance Haiti Why a Distributed Interactive T&E Platform Building the Distributed Interactive T&E Platform Parallel Training (Leadership / Staff and First Responders) The Distributed Interactive T&E Platform (DI-T&E) - Live Exercises - Constructive Simulations (Leaders, Managers, Staff) - Virtual Simulators (First Responders) The CSM Platform The Manual Platform Exercise Description and Drivers - Leader / Staff: • Tabletop Exercises (Operational & Discussion) • Functional Exercise (Map / Staff Exercise - MAPEX) • Full Scale Exercise (Command Post Exercise - CPX) • Full Scale Exercise (Field Training Exercise - FTX) - First Responder Drills: Individual, Crew & Team Leader, Staff and Public Toolbox AGENDA 2
- 3. CCG©2013 The Haitian Earthquake of 2010 was the greatest single disaster in recorded history in the South/Central American hemisphere killing over 220,000 people, injuring over 300k people. The 1918 Spanish Flu is considered the greatest single world-wide disaster in recorded history killing between 50-100 million people 4/9/2014 3
- 4. CCG©2013 4/9/2014 4 Impact of the 12 January 2010 Earthquake • 7.0 Magnitude Quake struck near Port au Prince • 3,500,000 people were affected by the quake • 220,000 people estimated to have died • 300,000+ people were injured • Over 188,383 houses were badly damaged and 105,000 were destroyed by the earthquake (293,383 in total), 1.5m people became homeless • After the quake there were 19 million cubic meters of rubble and debris in Port au Prince – enough to fill a line of shipping containers stretching end to end from London to Beirut. • 4,000 schools were damaged or destroyed • 25% of civil servants in Port au Prince died • 60% of Government and administrative buildings, 80% of schools in Port-au-Prince and 60% of schools in the South and West Departments were destroyed or damaged • Over 600,000 people left their home area in Port-au-Prince and mostly stayed with host families • At its peak, one and a half million people were living in camps including over 100,000 at critical risk from storms and flooding • Unrelated to the earthquake but causing aid response challenges was the outbreak of cholera in October 2010. By July 2011 5,899 had died as a result of the outbreak, and 216,000 were infected
- 5. CCG©2013 Haiti 7.0 Earthquake JAN 2010 Was the international community prepared to respond effectively? What could we have done better? - What did we learn? 5
- 6. CCG©2013 How effective is your training & exercise program? 4/9/2014 6
- 7. The Distributed and Interactive Training & Exercise PlatformCCG©2013 Recorded Worldwide Historical Death Tolls Disaster Year Death Toll Haiti Earthquake 2009 220 - 230,000 China Flood 1931 1-2.5 million 1. Black Plague 1300 - 1720 100 million 2. Spanish Flu 1918 - 1920 50 – 100 million 3. Plague of Justinian 540 - 590 40 – 100 million Third Pandemic of Bubonic Plague 1850 - 1950 12 million 4. Great Chinese Famine 1958 -1961 15 – 43 million China Flood 1931 2.5 – 3.7 million U.S. Wars 1775 - Present 15 million (-) 4/9/2014 7 ARE YOU PREPARED??
- 8. CCG©2013 A crisis action plan is created in response to an unanticipated crisis situation. A crisis is an unstable situation of extreme danger or difficulty. Potentially; catastrophic events require constant vigilance, ready resources, coordination, and stakeholder consensus. USCG LT MERIDENA KAUFFMAN Effective, efficient response requires much more than resources and training. These plans focus on defining risks and vulnerabilities, developing strategies and priorities for countering them, and ensuring personnel are trained and every echelon exercised and ready to execute the plans. 4/9/2014 8 Why Validated A Crisis Action Plan
- 9. CCG©2013 Why We Train and Exercise Reasons for Conducting Exercises To practice in order to train, strengthen, or develop. Merriam - Webster's Dictionary Exercises improve readiness by: • Providing a way to evaluate operations and plans. • Reinforcing teamwork. • Demonstrating a community's resolve to prepare for disastrous and catastrophic events. "We did not anticipate that airliners would be commandeered and turned into guided missiles; but the fact that we practiced for other kinds of disasters made us far more prepared to handle a catastrophe that nobody envisioned." -Rudolph W. Giuliani, former mayor of New York City Planning is a promise unfulfilled until validated through exercises LTC Eric Milstrey, USSOUTHCOM 9
- 10. CCG©2013 For Political Policy and Decision Makers, Staff Members, Resource Coordinators… Conduct Real Time Inter-Active Seamless Network Exercises at a fraction of your current training budget Validate Response and Action Plans, Conduct multiple COA’s, Minimize exercise prep time and Conduct immediate “Hot Washes” and Post Analysis (AAR) A Seamless Inter-Active Platform - Political Leaders, Decision Makers, Staff Members, Managers and Coordinators - People play their response roles from their actual emergency locations - Emphasis 12 hour shifts, information hand over and physical/mental stress - Game inter-action with training audience is SEAMLESS - Increase realism, fully exercise more participants (LIVE / NOTONAL) - Decrease exercise prep time and minimize resource costs - Take total control of your exercises without outside interference - and more…. 4/9/2014 10
- 11. CCG©2013 The Distributed Interactive T&E Platform is a whole Government Process NEMO 11
- 12. CCG©2013 The response to the bridge collapse on 27 August 2007 found its roots in a FEMA course held in the aftermath of 9/11. In March 2002, FEMA brought together city and county officials to perform preparedness exercises in a four-day integrated emergency management course. "We fumbled our way through the first exercise, we got better on the second one, and by the third, we were pretty good.” The most important thing was that everyone both political and senior emergency managers participated in the training and exercises, from the City Mayor down. Why Train and Exercise… Continue Minneapolis Emergency Preparedness Director Rocco Forte 4/9/2014 12
- 13. CCG©2013 The Integrated & Distributed Training & Exercise Platform Integrated T&E Platforms Live Constructive Virtual Training Audience Political & Policy Makers Leaders / Directors Resource Coordinators Incident Commanders EOC Staff Members First Responders 13
- 14. CCG©2013 An exercise is a focused practice activity that places the participants in a simulated situation requiring them to function in the capacity that would be expected of them in a real event. Its purpose is to promote preparedness by testing policies and plans and training personnel. In this unit, you will explore some of the benefits that organizations derive from exercising. THE BIG PICTURE: In preparation for launching an exercise program and designing individual exercises, it is important to have a clear vision of the entire exercise process. WHY EXERCISE? Exercises are conducted to evaluate an organization’s capability to execute one or more portions of its response plan or contingency plan. Many successful responses to emergencies over the years have demonstrated that exercising pays huge dividends when an emergency occurs. There are two main benefits of an exercise program: •Individual training: Exercising enables people to practice their roles and gain experience in those roles. •System improvement: Exercising improves the organization’s system for managing emergencies. 14 4/9/2014
- 15. CCG©2013 Political : Decision Makers Strategic: Leader Operational: Staff Tactical: First Responder 4-Platforms of Disaster Exercises 4/9/2014 15
- 16. CCG©2013 4/9/2014 16 DI-T&E Roadmap Simple single echelon collective T&E roadmap Political & Policy Makers Resource Coordinators -NEMO -Regional EOC -Municipality First Responders -Regional -Municipality FE CPX TTX-O STAFFEX FE CPX Individual Drills Crew Drills Team Drills FTX / FSE
- 17. CCG©2013 4/9/2014 17 Training & Exercise Cycle
- 18. CCG©2013 Mayor & Crisis Staff Exercise Team - Evaluators / AAR - White Cell / HICON - Red Cell -Simulation Cell -Tech Team -Computer Op Exercise Planning Team A rep from each participating origination EM Director Exercise Director IGO / NGOs Mayor & Services Representatives Schedule of Events -CDC -IPC -MPC / MSEL -FPC -Initial Walk Through -PRE STARTEX / Lay Down -STARTEX -PAUSEX / HOT WASH -ENDEX -AAR The Exercise Planning Team 18 4/9/2014
- 19. CCG©2013 International Joint Partners Exercise Planning Matrix Distributed Interactive Training & Exercise Platform Live (L) HICON / TREAT Constructive Simulation Model DoS / USAID (N) United Nations (N) International IGO / NGOs (N) International Regional Partner Nations (N) Bordering Country First Responders (N) Foreign (Regional) T&E Platforms NationalRegionalCity/Community Local EOCs (N) Private Businesses (N) Regional EOCs (N/L) NEMO NEOC (L) Regional Incident Command Post (N/L) Local First Responders (N) National HA/DR Event AAR Distributed Country X National Policy and Decision Makers Regional NGOs (N/L) Notional (N) Distributed The Distributed Platform is totally seamless to the training / exercising audience 19
- 20. CCG©2013 An example in combining Collective and Individual Training, Exercise and Evaluation standards… Preparing Decision-makers, Staff members, Resource Coordinators and Individual, Crew and Team members The Exercise Roadmap 6 Month Cycle Calendar 20 4/9/2014
- 21. CCG©2013 4/9/2014 21 •Discussion-Based Exercises Are normally used as starting points in the building- block approach to the cycle, mix, and range of exercises. •Operations-Based Exercises Are used to validate the plans, policies, agreements, and procedures solidified in discussion-based exercises. They can clarify roles and responsibilities, identify gaps in resources needed to implement plans and procedures, and improve individual and team performance.
- 22. CCG©2013 References DHS / FEMA EXERCISE TYPES -T&EPW User’s handbook REF: https://hseep.dhs.gov/support/TEPW_Users_Handbook_%28V30%29.pdf Discussion / Operations - Based Exercises 4/9/2014 22 Discussion-Based Exercises • Seminars • Workshops • Tabletop Exercise (TTX-D) Operations-Based Exercises • Drills • Tabletop Exercise (TTX-O) • Functional Exercise • Full Scale Exercise
- 24. CCG©2013 Target Audience Type of Exercise Political / Decision Makers: Seminars, *Familiarization, *FE and **FSE Strategic / Leader: Seminars, Workshops, TTX, *FE and **FSE Operational / Staff: Seminars, Workshops, TTX, *FE and *FSE Tactical / First Responder: Drills, Workshops and FSE * Constructive Simulation Supported Exercise ** FSE are too costly, Leadership walkthroughs are recommended to keep costs down CCG Recommendations 4/9/2014 24
- 25. CCG©2013 Decision Making Techniques Residual risks LOG Base Secure routes Best COA Tent city Suitable locations for forward medical facilities Medical Exchange Points COA21 Course of ActionsFactors NOTE: The factors in this example are neither all-inclusive nor always applicable. Sample Decision Matrix Residual risks LOG Base Secure routes Best COA Tent city Suitable locations for forward medical facilities Medical Exchange Points COA21 Course of ActionsFactors NOTE: The factors in this example are neither all-inclusive nor always applicable. Sample Decision Matrix The Crisis Decision Making Process is about team work and having the right tools War Game MethodRemarksAction Issue Warning Order 1Receipt of Mission1 Sand BoardIssue Warning Order 2Mission Analysis2 NOTE: After issuing the order / tasking there is no need for further orders to be issued unless there are major changes. Use the Warning order format only. Sand/Map Board- Issue Orders / Tasking - Prepare OPORD/OPLAN COA Approval4 Constructive SimulationsDecision MatrixCOA Development and Analysis3 Crisis Course of Action War Game MethodRemarksAction Issue Warning Order 1Receipt of Mission1 Sand BoardIssue Warning Order 2Mission Analysis2 NOTE: After issuing the order / tasking there is no need for further orders to be issued unless there are major changes. Use the Warning order format only. Sand/Map Board- Issue Orders / Tasking - Prepare OPORD/OPLAN COA Approval4 Constructive SimulationsDecision MatrixCOA Development and Analysis3 Crisis Course of Action Note 4: Ensure OPNS and Plans work together Note 5: Ensure resources are in good working condition Note 6: Ensure support elements work with OPNS & Plans Note 3: Everything is oral, paperwork to follow including approval Note 2: Plan to move resources to a strategic location Note 1: Always look and plan for 6-12 hours ahead Issue Operation / Planning Order14 Review facts and assumptions13 Issue Warning Order12 Issue leader’s guidance11 Get approval of new restated mission10 Conduct a mission analysis briefing9 Write the restated mission8 Determine critical information requirements 7 Conduct risk assessment6 Identify critical facts and assumptions5 Determine constraints4 Review available assets3 Review current on-site disaster status2 Analysis Higher HQ Mission / Tasking1 CommentsActionStep Mission Analysis Steps Note 4: Ensure OPNS and Plans work together Note 5: Ensure resources are in good working condition Note 6: Ensure support elements work with OPNS & Plans Note 3: Everything is oral, paperwork to follow including approval Note 2: Plan to move resources to a strategic location Note 1: Always look and plan for 6-12 hours ahead Issue Operation / Planning Order14 Review facts and assumptions13 Issue Warning Order12 Issue leader’s guidance11 Get approval of new restated mission10 Conduct a mission analysis briefing9 Write the restated mission8 Determine critical information requirements 7 Conduct risk assessment6 Identify critical facts and assumptions5 Determine constraints4 Review available assets3 Review current on-site disaster status2 Analysis Higher HQ Mission / Tasking1 CommentsActionStep Mission Analysis Steps 4/9/2014 25
- 26. The Distributed and Interactive Training & Exercise PlatformCCG©2013 Real Time Interactive Simulation Models Replicate Resources People Equipment Vehicles Terrain Weather Day / Night Water Boats Weapons Buildings Rubble Disasters Natural Man-made Terrorists Integrating Multiple Training, Exercise and Evaluation Platforms CSM’s are a totally Seamless inter-active platform Decision Makers, Staff Members, Managers and Coordinators People play their emergency roles from actual response locations Game inter-action with training audience is eliminated Exercise prep time and resource costs minimized 4/9/2014 26
- 27. CCG©2013 27 4/9/2014 Live - Modeling & Simulation (M&S) involving real people operating real systems. Relatively high cost since it is very human resource/materiel intensive and not particularly repeatable. Virtual - M&S involving real people (i.e. simulation player/puckster) operating simulated systems. Virtual simulations inject Human-in-the-Loop in a central role by exercising motor control skills (e.g., flying an airplane), decision making skills (e.g., committing fire control resources to action), or communication skills (e.g., as members of a C4I team). Relatively medium cost since it is less human resource/materiel intensive, some reuse can occur, and repeatability is moderate. Constructive - M&S that involve simulated people operating simulated systems. Real people stimulate (make inputs) to such simulations, but are not involved in determining the outcomes. This small group of people are totally seamless to the training audience. Relatively low cost since it is the least human resource/materiel intensive, reuse is high, and repeatability is high. Manual – TTX, Sand Board and Map Board Exercises
- 28. CCG©2013 An interactive seamless Training Environment Constructive Simulation Models (CSM) Integration Multiplier CSM’s Increase Realism 4/9/2014 28
- 29. CCG©2013 Exercise Director White Cell / HICON Disaster Cell Evaluators / AAR Simulation Cell Simulation Cell NEMO 4/9/2014 29 Political Decision Makers, Leaders, Managers, Staff Members & Resource Coordinator A New Training Platform Supported by Constructive Simulation Models
- 30. CCG©2013 Caribbean Resource Coordination 30 HAITI NEMO UN IOM USAID CDEMA NGO PAHO NGO NGO SPT Department 1 City 1 City 2 City 3 Department 2 City 1 City 2 City 3 City 1 City 2 City 3 First Responders Immediate Support 24-48 (+) hours NGO HAITI PM Exercise Director White Cell / HICON Disaster Cell Evaluators / AAR Simulation CellDepartment 3 Follow on Regional Support
- 31. CCG©2013 4/9/2014 31 Before technology the world was simple The U.S. Military invented Training & Exercise systems The Manual Distributed Interactive Platform Driven by Game Turns
- 32. CCG©2013 The Advanced Manual Distributed Interactive Platform Driven by 60 / 30 Minute Game Turns Blue / Red Cells Seamless(Radio&Telephones) NEMO, Regional EOCs Training Audience Working From Their Locations Umpires EX DIR ADMIN SPT Disaster AAR BLUE White Cell AAR Police Fire EMT ETC LEDGEND 4/9/2014 32
- 34. CCG©2013 Evaluate and Validate After Action Review (AAR) Corrective Action Program (CAP) Lessons Learned / Information Sharing 4/9/2014 34 Leader / Staff Toolbox
- 37. CCG©2013 Discussion-based exercises are normally used as starting points in the building-block approach to the cycle, mix, and range of exercises. Discussion-based exercises include seminars, workshops, tabletop exercises (TTXs), and games. • Seminars • Workshops • Tabletop Exercises (TTX) Discussion-Based Exercises 4/9/2014 37
- 38. CCG©2013 Seminars are generally used to orient participants to or provide an overview of authorities, strategies, plans, policies, procedures, protocols, response resources, or concepts and ideas. They offer the following attributes: • Informal discussions led by a seminar leader • Lack of time constraints caused by real-time portrayal of events • Low-stress environment employing a number of instruction techniques such as lectures, multi-media presentations, panel discussions, case study discussions, expert testimony, and decision support tools • Proven effectiveness with both small and large groups Seminars 4/9/2014 38
- 39. CCG©2013 Workshops represent the second tier of exercises in the Homeland Security Exercise and Evaluation Program (HSEEP) building-block approach. Workshops provide an ideal forum for the following: •Building teams •Collecting or sharing information •Obtaining consensus •Obtaining new or different perspectives •Problem solving of complex issues •Testing new ideas, processes, or procedures •Training groups in coordinated activities Workshops 4/9/2014 39
- 40. CCG©2013 In conjunction with exercise development, workshops are most useful in achieving specific aspects of exercise design such as the following: •Determining evaluation elements and standards of performance •Determining program or exercise objectives •Developing exercise scenario and key events listings Potential relevant topics and goals are numerous, but all workshops share the following common attributes: •Effective with both small and large groups •Facilitated, working breakout sessions •Goals oriented toward an identifiable product •Information conveyed employing different instructional techniques •Lack of time constraint from real-time portrayal of events •Low-stress environment •No-fault forum •Plenary discussions led by a workshop leader Workshops… Continued 4/9/2014 40
- 41. CCG©2013 TTXs involve senior staff, elected or appointed officials, or other key personnel in an informal setting, discussing simulated situations. This type of exercise is intended to stimulate discussion of various issues regarding a hypothetical situation. It can be used to assess plans, policies, and procedures or to assess types of systems needed to guide the prevention of, response to, and recovery from a defined incident. TTXs can be cost-effective tools when used in conjunction with more complex exercises. The effectiveness of a TTX is derived from the energetic involvement of participants and their assessment of recommended revisions to current policies, procedures, and plans. Tabletop Exercises 4/9/2014 41
- 42. CCG©2013 TTX methods are divided into two categories: basic and advanced. In a basic TTX, the scene set by the scenario materials remains constant. It describes an event or emergency incident and brings discussion participants up to the simulated present time. Players apply their knowledge and skills to a list of problems presented the facilitator, problems are discussed as a group, and resolution is generally agreed upon and summarized by the leader. TTX attributes may include the following: •Achieving limited or specific objectives •Assessing interagency coordination •Conducting a specific case study •Examining personnel contingencies •Familiarizing senior officials with a situation •Participating in information sharing •Practicing group problem solving •Testing group message interpretation Tabletop Exercises… Continued 4/9/2014 42
- 43. CCG©2013 Operations-based exercises are used to validate the plans, policies, agreements, and procedures solidified in discussion-based exercises. Operations-based exercises include drills, functional exercises and full- scale exercises (FSEs). They can clarify roles and responsibilities, identify gaps in resources needed to implement plans and procedures, and improve individual and team performance. Operations-based exercises are characterized by actual response, mobilization of apparatus and resources, and commitment of personnel, usually over an extended period of time. • Drills • Functional Exercise • Full Scale Exercise Operations-Based Exercises 4/9/2014 43
- 44. CCG©2013 A drill is a coordinated, supervised activity usually used to test a single specific operation or function in a single agency. Drills are commonly used to provide training on new equipment, develop or test new policies or procedures, or practice and maintain current skills. Typical attributes include the following: • A narrow focus, measured against established standards • Instant feedback • Performance in isolation • Realistic environment Drills 4/9/2014 44
- 45. CCG©2013 The Functional Exercise, also known as a Command Post Exercise (CPX), is designed to test and evaluate individual capabilities, multiple functions or activities within a function, or interdependent groups of functions. Functional exercises generally focus on exercising the plans, policies, procedures, and staffs of the direction and control nodes of the Incident Command System (ICS) and Unified Command. Generally, incidents are projected through an exercise scenario with event updates that drive activity at the management level. Movement of personnel and equipment is simulated. Attributes of a functional exercise include the following: • Evaluating EOC, headquarters, and staff • Evaluating functions • Examining inter-jurisdictional relationships • Measuring resource adequacy • Reinforcing established policies and procedures Functional Exercises 4/9/2014 45
- 46. CCG©2013 FSEs are multiagency, multijurisdictional exercises that test many facets of emergency response and recovery. They include many first responders operating under the ICS or Unified Command to effectively and efficiently respond to, and recover from, an incident. An FSE provides an opportunity to execute plans, procedures, and MAAs in response to a simulated live incident in a highly stressful environment. Typical FSE attributes include the following: •Activating personnel and equipment •Allocating resources and personnel •Analyzing memorandums of understanding (MOUs), SOPs, plans, policies, and procedures •Assessing equipment capabilities •Assessing inter-jurisdictional cooperation •Assessing organizational and individual performance •Demonstrating interagency cooperation •Exercising public information systems •Testing communications systems and procedures Full Scale Exercises 4/9/2014 46
- 47. CCG©2013 An FSE provides an opportunity to execute plans, procedures, and MAAs in response to a simulated live incident in a highly stressful environment. Typical FSE attributes include the following: •Activating personnel and equipment •Allocating resources and personnel •Analyzing memorandums of understanding (MOUs), SOPs, plans, policies, and procedures •Assessing equipment capabilities •Assessing inter-jurisdictional cooperation •Assessing organizational and individual performance •Demonstrating interagency cooperation •Exercising public information systems •Testing communications systems and procedures Full Scale Exercises… Continued 4/9/2014 47
- 48. CCG©2013 Exercise Management 1.Foundation 2.Design and Development 3.Exercise Conduct 4.Evaluation 5.Improvement Planning
- 49. CCG©2013 Exercise Management 1. Foundation 2. Design and Development 3. Exercise Conduct 4. Evaluation 5. Improvement Planning Establishing a foundation for a successful exercise involves the following steps: developing an exercise planning timeline with milestones, selecting participants for an exercise planning team, and scheduling planning conferences. Project management skills are essential during the foundation phase of the exercise process.
- 50. CCG©2013 Exercise Management 1. Foundation 2. Design and Development 3. Exercise Conduct 4. Evaluation 5. Improvement Planning The design and development process builds on exercise foundation and focuses on identifying objectives, designing the scenario, creating documentation, coordinating logistics, planning exercise conduct, and selecting a focus for evaluation and improvement planning.
- 51. CCG©2013 Exercise Management 1. Foundation 2. Design and Development 3. Exercise Conduct 4. Evaluation 5. Improvement Planning After design and development activities are complete, the exercise takes place. Prominent steps in exercise conduct include setup; briefings; management of facilitators, controllers, evaluators, players, and actors; and wrap-up activities.
- 52. CCG©2013 Exercise Management 1. Foundation 2. Design and Development 3. Exercise Conduct 4. Evaluation 5. Improvement Planning Evaluation is the cornerstone of exercises; it documents strengths and areas for improvement in an entity’s preparedness. The analytical outputs of the evaluation phase feed improvement planning activities. The evaluation process for all exercises includes a formal exercise evaluation, integrated analysis, and drafting of an AAR.
- 53. CCG©2013 Exercise Management 1. Foundation 2. Design and Development 3. Exercise Conduct 4. Evaluation 5. Improvement Planning During improvement planning, corrective actions from the AAR… such as additional training, planning, and/or equipment acquisition… are assigned, with due dates, to responsible parties. They are then tracked to completion, ensuring that exercises result in tangible benefits to preparedness.
- 55. CCG©2013 Definitions - Parallel Training (Balancing Leadership, Staff and First Responder Training) - Tabletop Exercise - Operation Based (TTX-O) - Tabletop Exercise - Discussion Based (TTX-D) - Functional Exercise (Command Post Exercise (CPX)) - Full Scale Exercise (Field Training Exercise (FTX)) - NIMS (National Incident Management System) - ICS (Incident Command System) - ICP (Incident Command Post) - NEP (National Exercise Plan) - CAP (Corrective Action Plan) - AAR (After Action Review) -NEMO/A (National Emergency Management Organization / Agency) -CSM (Constructive Simulation Model) - Virtual Simulators - Simulators involving real people operating individual, crew and team simulators. Virtual simulations inject Human-in-the-Loop in a central role by exercising motor control skills (e.g., flying an airplane), decision making skills (e.g., committing fire control resources to action), or communication skills. Relatively medium cost since it is less human resource/materiel intensive, some reuse can occur, and repeatability is moderate. First Responder Drills - Constructive Simulation Models - Involve simulated people operating simulated systems. Real people stimulate (make inputs) to such simulations, but are seamless to game players not involved in determining the outcomes. This small group of people are totally seamless to the training audience. Relatively low cost since it is the least human resource/materiel intensive, reuse is high, and repeatability is high. - Live - Involving real people operating real systems. Relatively high cost since it is very human resource/materiel intensive and not particularly repeatable.
- 56. CCG©2013 Balancing the T&E Platform 4/9/2014 56
- 57. CCG©2013 National NEMA TTX National NEMA CPX / FE National IPC/MPC/FPC NEMA Regions City / Towns City/Town IPC/MPC/FPC City/Towns NATIONALREGIONAL CITY/TOWN Regional EOC Regional ICP First Responders Regional IPC/MPC/FPC Region City/Towns EOC Regional EOC Regional ICP First Responders EOC National FTX / FSE AAR CAP Implement CAP Combined STAFF First Responders Legend National Exercise Roadmap
- 58. CCG©2013 C o m p a r i n g T & E P l a t f o r m s Exercise Driver Sponsor Type Echelon Distributed NETWORKED Impact Costs and Manpower Support Location(s) Map Exercise (MAPEX) Open Manual Operational Map Driven Leadership & Staff NEMA, Region & City NO Single location Political, Leader and staff Light 2 None Single Tabletop (TTX) Open Manual Operational Or Discussion Diversified Groups within the EM Community NO Single location Political, Leader and staff Medium 3 Team (3-5+) Single Functional (FE) Command Post Exercise (CPX) Open 1 Manual Operational NEMA, Regional & EOC’s NO Manual YES Constructive A/B/C - Political - Leadership - Staff - First Responders Manual Heavy 4 TEAM (5-12+) HICON White Cell Evaluators AAR Multiple Constructive A/B/C Light 2 Full Scale (FSE) Field Training Exercise (FTX) Open 1 Manual Operational NEMA Regional EOC First Responders NO Manual YES Constructive A/B/C Manual Heavy 4 Constructive A/B/C Light 2 C o n s t r u c t i v e S i m u l a t i o n M o d e l ( C S M ) E x e r c i s e D r i v e r S u p p o r t CSM Sponsor Type Echelon Distributed NETWORKED -Impact Costs and Manpower Support Location(s) Constructive Simulation models are Real Time Interactive and Distributed (NETWORKED) over Digitized Terrain with immediate AAR capability (See CSM Fact Sheet) JANUS A (CSM Legacy) PC Based DoD Operational Full Scope YES5 - Political - Leadership - Staff - First Responders Light 2 TEAM (5-12) HICON White Cell Evaluators AAR MultipleBBS B (CSM Legacy) PC Based DoD Operational Full Scope YES5 Light 2 JCATS C (CSM) PC Based DoD Operational Full Scope YES5 Light2 Notes: 1 mix of manual and constructive simulation (CS) supported (replicating notional organizations, people and resources) Costs: Light 2 (under $1, 000.00), Medium 3 (under $2,500.00), Heavy 4 (under $10,000.00). Not counting TDY & equipment movement. CS is fully distributed5 using telephone lines
- 59. CCG©2013 000-000-0000City EOC 000-000-0000Chemical 000-000-0000 000-000-0000EMT 789 Comments 012-345-6789State EOC State 000-000-0000 Fire 456 Police 123 First Responders ICP City First Responders ICP Organization 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 Primary Needs Improvement AlternatePrimary Satisfactory 000-000-0000 Job Task Number AlternatePrimaryAlternate Evaluation Date Unsatisfactory Primary and Alternate Training Objectives 000-000-0000City EOC 000-000-0000Chemical 000-000-0000 000-000-0000EMT 789 Comments 012-345-6789State EOC State 000-000-0000 Fire 456 Police 123 First Responders ICP City First Responders ICP Organization 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 000-000-0000 Primary Needs Improvement AlternatePrimary Satisfactory 000-000-0000 Job Task Number AlternatePrimaryAlternate Evaluation Date Unsatisfactory Primary and Alternate Training Objectives 1. Validation 2. Staff 3. Individual, Crew and Team 4. Supervisor 5. Support 6. Communication 7. System 8. Procedure / Process 9. Evaluation (EDRE) 10. Orders Development A - Joint Training Exercise (JTX) H - Staff Training Exercise (STAFFEX) B - Field Training Exercise (FTX) I - Validation Exercise (VEX) C - Command Post Exercise (CPX) J - Command Field Exercise (CFX) D - Support Training Exercise (STX) K - Cross Service Exercise (CSX) E - Logistical Training Exercise (LTX) L - Emergency Readiness Exercise (ERX) F - Joint Rotation Exercise (JREX) M - Map Exercise (MAPEX) G - Sand Board Exercise (SBX) N - Tabletop Exercise (TEX) - Force Capability / Requirements - Combat Developments - Operations Support - Evaluation Analysis - Constructive Simulation Models - Virtual Simulators - Skill Development - Exercise Driver Education and Training - Engineering - Development Testing - Operational Testing Test and Evaluation Production and Logistics Research and Development The Five Types of Simulations Recognized by the US Military Categorized by end use - Force Capability / Requirements - Combat Developments - Operations Support - Evaluation Analysis - Constructive Simulation Models - Virtual Simulators - Skill Development - Exercise Driver Education and Training - Engineering - Development Testing - Operational Testing Test and Evaluation Production and Logistics Research and Development The Five Types of Simulations Recognized by the US Military Categorized by end use Exercise Support Materials
- 60. CCG©2013
- 61. CCG©2013
- 62. CCG©2013 DESK DESK Media Tent Guarded Entrance Incident Command Post Up to 3 Satellite ICP’s available Mobile JOC Tent City DESK Forward Logistics Base ICP Sleeping Area Mess Tent Main Logistics Base Sleeping Area Mess Tent Briefings every 30 minutes H Example
- 63. CCG©2013 H Joint Incident Command Post (JICP) Current Operations Future Operations Intelligence PAO Media Center Technology Communications Incident Commander Liaison Officers Service Support Joint Incident Command Post (JICP) Mobile Incident Command Post Modular - Expandable Communication Retrans Vehicle
- 64. CCG©2013 Validate Skills Practice Skills Acquire Skills Familiarize
- 65. CCG©2013 Training and Exercise Cycle Program Management Project Management Exercise Conduct
- 67. CCG©2013 USSOUTHCOM Command Surgeon Joint Medical Preparedness and Response Exercise Program (JMPREP)
- 68. CCG©2013 JMDBR Milestone Calendar ACTIVITY REMARKS Develop initial Concept , Scenario, Cost Estimates, On the ground pre-coordination meeting with Host Nation, ?????? Pre-Brief Chief of Public Health Concept Approval / Guidance Concept Approval / Guidance Pre-Brief J4 Concept Approval / Guidance Coordinate w/ Internal Support Elements J7 HAP Coordinate w/ External Support Elements; Battle Projection Center; DIMO, CMD LTR to (Exercise Group) ; FEMA, DHHS, BPC, CDC, J4 LOG, Host Nation, MIL GRP, DIMO, IPR-1: Telecom; Exercise Group CDC: Telecom; Exercise Group Site Survey: J44, BPC, J4 LOG, IPC: Telecom; Exercise Group MPC: Telecom; Exercise Group FPC-1: Telecom; Exercise group Workshop: Approved POI Students TTX-D: Pre FE Scenario Students SLS-I: Senior Leadership Seminar with Deputies Ministers Pre FE Scenario FPC-II / ADVON SLS-II Functional Exercise (CPX) Immediate After Action Review (AAR) Formal AAR / Corrective Action Program Internal to Host County PhaseIIIPhaseIIPhaseI/PreActivities
- 69. CCG©2013 Exercise Phase Functional Exercise Senior Leadership Seminar II Post Exercise Phase After Action Review (AAR) Corrective Action Plan (CAP) Pre-Exercise Phase Preparation Senior Leadership Seminar I PRE-EX Exercise PRE-EX
- 70. CCG©2013
- 71. CCG©2013 Milestone Calendar ACTIVITY REMARKS Develop initial Concept , Scenario, Cost Estimates, Pre-Brief LTC Smith Concept Approval / Guidance Pre-Brief Command Surgeon Concept Approval / Guidance Pre-Brief J4 Concept Approval / Guidance Coordinate w/ Internal Support Elements J7 HAP Coordinate w/ External Support Elements Battle Projection Center CMD LTR to (Exercise Group) ; FEMA, DHHS, BPC, CDC, J4 LOG, Host Nation, IPR-1: Telecom; Exercise Group CDC: Telecom; Exercise Group Site Survey: J44, BPC, J4 LOG, IPC: Telecom; Exercise Group MPC: Telecom; Exercise Group FPC-1: Telecom; Exercise group Workshop: Approved POI Students SLS-I: Senior Leadership Seminar with Ministers & Deputies; Pre FE Scenario TTX-D: Pre FE Scenario Students FPC-II SLS-II FE AAR CAP
- 72. CCG©2013 ExerciseMilestoneCalendar Real Time Interactive Distributed Exercise Platform PHASE Activities •I •Pre Exercise •Development •II •Conferences •CDC, IPC, MPC, FPC •Ex Tm IPR’s; I, II, III and IV •III •Pre-STARTEX •Lay down, Pre-training, briefings IV STARTEX Exercise V Hot Wash Immediate AAR upon ENDEX VI AAR / CAP After Action Review Develop / Assign Corrective Action Plan VII CAP Corrective Action Plan Exercise Phase Functional Exercise Senior Leadership Seminar II Post Exercise Phase After Action Review (AAR) Corrective Action Plan (CAP) Pre-Exercise Phase Preparation Senior Leadership Seminar I
Editor's Notes
- What were the shortcomings?ResourcesAirfieldLogisticsWhy?Lack of ResourcesLack of TrainingLack of CoordinationLack of PreparednessAsk Yourself…What can we do better in the preparedness phase to improve responseDid we train and exercise as a collective group?Did we evaluate and validate our response plan(s)?What questions would you ask?
- Webster's (1913) dictionary defines crisis as "the point of time when it is to be decided whether any affair or course of action must go on, or be modified or terminate; the decisive moment; the turning point." In some cases a crisis action plan is developed from one or more contingency plans. Crisis Action Plans are like OPLANs… written to a point where decisions need to be made.
- Reasons for Conducting Exercises "We did not anticipate that airliners would be commandeered and turned into guided missiles; but the fact that we practiced for other kinds of disasters made us far more prepared to handle a catastrophe that nobody envisioned." -Rudolph W. Giuliani, former mayor of New York City Something performed or practiced in order to develop, improve, or display a specific power or skill. To practice in order to train, strengthen, or develop. -Merriam-Webster's Dictionary Exercises improve readiness by: • Providing a way to evaluate operations and plans. • Reinforcing teamwork. • Demonstrating a community's resolve to prepare for disastrous and catastrophic events.
- There are a number of reasons to perform exercises:Test and evaluate plans, policies and procedures Reveal planning weaknesses Reveal gaps in resources (initially we do two STAFFEX)Improve inter-agency coordination & comm’sClarify roles and responsibilities Train personnel in roles and responsibilities Improve individual performance Gain public recognition and support of officials Satisfy mandatory government requirements Exercises are an effective tool to assess preparedness and to identify areas for improvement absent the consequences of an actual incident. By engaging in the full exercise process, from planning through evaluation, participants are also able to establish and strengthen relationships that result in improved awareness, policy development, and information sharing. We need to engage public and private sector partners in the planning process so that scenarios and objectives reflect the input and requirements of all involved.Through exercises, participants are able to validate policies, plans, procedures, processes, and capabilities that enable preparation, prevention, response, recovery, and continuity of operations (COOP). The controlled environment allows stakeholders to safely explore real-world situations, to improve communication and coordination, and to advance the efficacy of the broad based critical infrastructure protection partnership. The focus of an exercise should always be on locating and eliminating problems before an actual emergency occurs. Corrective actions are an important part of exercise design, evaluation and after action reports. In planning exercises, the emphasis is on the actions or operations required in emergency response or recovery rather than on the types of disasters, because preparedness is common to all emergencies. Exercise Programs are about preparedness, partnerships and leadership:Practice procedures to ensure the safety of all citizens Partnering with stakeholders to understand how we can work together The emergency management community working together to provide a clear message to the citizens on what actions need to be taken How the ID-T&EP Supports Validation of PlansThe Distributed & Interactive T&E platform (DI-T&EP) allows for every member, at every echelon of the disaster response organization(s) from lead political / policy maker, all the way to the call centers to participate during the exercise process.Because CSM’s are seamless to the T&E audience, Political / Policy makers, Resource coordinators, Staff members, Radio / telephone operators will actually respond from their actual duty locations. No other form of training & exercise platform provides this level of detail.
- He made it a point after the FEMA training to talk to every city council member one on one. Others followed the same course, forging a network of personal ties that proved its worth. "The theme around the whole thing was knowing the people personally and having their cell phone numbers in each others' cell phones, those personal relationships were crucial.“Though professional friendships were clearly a factor, those on scene said that interpersonal connections, in another sense, played a key factor in the response effort. "People knew they had to take orders and report to somebody," said Rocco, who at the time was the assistant city coordinator brings together city departments on emergency management issues. "That sounds very simplistic, but it is very important during a large event like this." Rocco… The bridge effort succeeded because a chain of command was present and trained people were in command & control
- Building Relationships through ExercisesExercises are an effective tool to assess preparedness and to identify areas for improvement absent the consequences of an actual incident. By engaging in the full exercise process, from planning through evaluation, participants are also able to establish and strengthen relationships that result in improved awareness, policy development, and information sharing. We need to engage public and private sector partners in the planning process so that scenarios and objectives reflect the input and requirements of all involved. Allows Political and Policy Makers, Emergency Management Leadership, Staff & Resource Coordinators to conduct training “in-depth” Combine live and notional exercise play; Increase Realism and Difficulty; Conduct 24 / 7… Allows real actions/re-actions of your Decision Makers, leaders, staff & resource managersReview current and future response plans … Ability to conduct immediate “Hot Wash” & Post Analysis (After Action Review)A great teaching and review tool; Re-play historical events… Allows for NEMO & Regional EOC’s to operate from their actual response locations System is Networked Services as an Evaluation & Validation Platform for Response PlansEvaluate Individuals and/or Departments to Develop Increased Response Capacity…
- Exercise Development and the Planning Cycle Exercise planning should not exist in a vacuum, it should be integrated into an overall community preparedness approach. The following cycle is conducted annually: • Conduct Assessment/Re-assessment • Identify Vulnerabilities/Targets (Critical Infrastructure) • Align Missions with National Preparedness Goals • Identify Current Target Capabilities • Integrate Plans, Policies, Procedures, and Protocols • Conduct Training • Conduct Exercises • Evaluation of Exercises/Training • Track Improvement PlansThe Exercise Planning TeamThe Exercise planning team is responsible for successful execution of all aspects of an exercise, including exercise planning, conduct, and evaluation. The planning team determines exercise objectives; tailors the scenario to jurisdictional or agency needs; and develops documents used in exercise simulation, control, and evaluation. The exercise planning team also incorporates representatives from each major participating jurisdiction and agency, while keeping the planning team a manageable size.
- Executing and evaluating a complex plan in today’s contemporary operating environment or coordinating the response to a catastrophic disaster. These are times when there is no room for error, and no substitute for providing people and organizations with the advanced tools they need to build the skills and experience necessary to succeed. Constructive simulation models (CSM) supported exercises offer a full range of training capabilities that prepare people for their most challenging missions. For wargaming, command and staff training, experimentation and exercises, course of analysis constructive simulations make it possible to train in highly realistic simulated environments for exercises that are impractical or too costly to conduct in live settings, such as hurricanes or large-scale joint exercises with distributed personnel. By integrating real-world data and operational tools, CSM support both simulation-driven and pre-scripted exercises, creating the most realistic experience possible. Constructive simulations are highly flexible, allowing exercises to be conducted simultaneously from multiple locations and at different operational levels in conjunction with live and virtual training. Automation that incorporates realistic and doctrinally correct behaviors reduces the number of personnel required to conduct exercises, while easy-to-use. Data-driven behaviors allow users to change equipment and behavior as doctrines or equipment evolves, without recompiling software. Rapid and accurate after-action evaluation aids analysis and ensures training goals are achieved. CSM’s were developed by the U.S. ARMY for maneuver commanders to train their battle staffs in combat and battlefield operating procedures to include medical, transportation and logistics support. CSM’s were designed to provide leaders a tool to train, exercise, and evaluate their staff in a realistic, high-fidelity and real-time simulation exercise. The leaders and staff members conduct operations, coordinate resources and issue requests and on the ground information from their actual working locations. The system was designed to be totally seamless (invisible) to the training audience. CSM’s are computer based training exercise support systems designed to simulate the disaster environment under a real time surroundings. PURPOSE: CPX driver to train political policy makers, leaders and staff’s in all areas of disaster response; planning, execution and decision making; team building; synchronization of organizations responding and coordinating resources for the disaster. Training Focus: Command & Control; Decision Making Process; Preparation of response orders; Exercise and Validate SOP’s and CONPLANS; Train EOC Operations Skills CSM’s are a two-sided, free-play simulation model played in a real time surroundings to create a stressful environment for the training audience. Movement, conflict and disaster damage affect supply, ammunition and fuel levels for all organizations. CSM’s are an excellent training tool to refine emergency response skills with practical experience on the simulated disaster environment and to evaluate the organizations Mission Essential Task List (METL).Key BenefitsTest and train SOP’s, procedures and techniquesRefine the decision-making process of the leadership and their staffImprove interaction and coordination among staff membersDevelop confidence between leaders, supervisors and their staffsExercise communications capabilities and proceduresExercises the response operating systems Exercise and validate SOPs, CONPLANS, etc Provide hard data to facilitate after action reviews (AARs)Provide a cost effective simulated training environment
- In the mid 1980’s, combat maneuver commanders needed a combined system that would training the whole force.Fort Leavenworth, KS, home of the US Army National Simulation Center began thinking in terms of T&E of the whole force.Thus, the birth of Live, Constructive and Virtual was born.
- Evaluate and Improve The evaluation and improvement of mission and task performance is the final step of the Preparedness Cycle and crucial to informing risk assessments, managing vulnerabilities, allocating resources, and informing the other elements of the Cycle. Organizations develop improvement plans and track corrective actions to address the capabilities identified in plans and tested in exercises or real events. In addition to corrective actions, assessment initiatives such as the State Preparedness Reports and FEMA-administered Gap Analysis tool provide the means to evaluate a States operational preparedness for key critical areas. Using this data to reassess and revise plans and protocols contributes to the beginning of the next Preparedness Cycle by ensuring that updated strategies and plans can be used to inform new preparedness-building activities.Corrective Action Program and System The Corrective Action Program (CAP) provides a standard methodology for handling corrective actions and improvement plans. The CAP System is a web-based application that enables users to prioritize, track, and analyze improvement plans developed from exercises and real-world events.Lessons Learned Information Sharing Lessons Learned Information Sharing (LLIS) is the national network of Lessons Learned and Best Practices for emergency response providers and homeland security officials.
- These types of exercises typically highlight existing plans, policies, mutual-aid agreements (MAAs), and procedures. Thus, they are exceptional tools for familiarizing agencies and personnel with current or expected jurisdictional capabilities. Discussion-based exercises typically focus on strategic policy-oriented issues; operations-based exercises focus more on tactical response-related issues. Facilitators and/or presenters usually lead the discussion, keeping participants on track while meeting the objectives of the exercise.
- Seminars provide a good starting point for jurisdictions that are developing or making major changes to their plans and procedures.
- Although similar to seminars, workshops differ in two important aspects: participant interaction is increased, and the focus is on achieving or building a product (such as a plan or a policy).
- A workshop may be used to produce new standard operating procedures (SOPs), Emergency Operations Plans (EOPs), MAAs, Multi-Year Exercise Plans, and Improvement Plans (IPs). To be effective, workshops must be highly focused on a specific issue, and the desired outcome or goal must be clearly defined.
- TTXs are typically aimed at facilitating understanding of concepts, identifying strengths and shortfalls, and/or achieving a change in attitude. Participants are encouraged to discuss issues in depth and develop decisions through slow-paced problem solving rather than the rapid, spontaneous decision-making that occurs under actual or simulated emergency conditions. In contrast to the scale and cost of operations-based exercises and games. Characteristics of the Tabletop Exercise A tabletop exercise simulates an emergency situation in an informal, stress-free environment. The participants usually people on a decision-making levelgather around a table to discuss general problems and procedures in the context of an emergency scenario. The focus is on training and familiarization with roles, procedures, or responsibilities.
- In an advanced TTX, play focuses on delivery of prescript messages to players that alter the original scenario. The exercise facilitator usually introduces problems one at a time in the form of a written message, simulated telephone call, videotape, or other means. Participants discuss the issues raised by the problem, using appropriate plans and procedures.
- The objective of the Functional Exercise is to execute specific plans and procedures and apply established policies, plans, and procedures under crisis conditions, within or by particular function teams. A functional exercise simulates the reality of operations in a functional area by presenting complex and realistic problems that require rapid and effective responses by trained personnel in a highly stressful environment.
- An FSE focuses on implementing and analyzing the plans, policies, and procedures developed in discussion-based exercises and honed in previous, smaller, operations-based exercises. The events are projected through a scripted exercise scenario with built-in flexibility to allow updates to drive activity. It is conducted in a real-time, stressful environment that closely mirrors a real incident. First responders and resources are mobilized and deployed to the scene where they conduct their actions as if a real incident had occurred (with minor exceptions). The FSE simulates the reality of operations in multiple functional areas by presenting complex and realistic problems requiring critical thinking, rapid problem solving, and effective responses by trained personnel in a highly stressful environment. Other entities that are not involved in the exercise, but that would be involved in an actual incident, should be instructed not to respond. The level of support needed to conduct an FSE is greater than needed for other types of exercises. The exercise site is usually extensive with complex site logistics. Food and water must be supplied to participants and volunteers. Safety issues, including those surrounding the use of props and special effects, must be monitored. FSE controllers ensure that participants’ behavior remains within predefined boundaries. Simulation Cell (SimCell) controllers continuously inject scenario elements to simulate real events. Evaluators observe behaviors and compare them against established plans, policies, procedures, and standard practices (if applicable). Safety controllers ensure all activity is executed within a safe environment.
- The level of support needed to conduct an FSE is greater than needed for other types of exercises. The exercise site is usually extensive with complex site logistics. Food and water must be supplied to participants and volunteers. Safety issues, including those surrounding the use of props and special effects, must be monitored. FSE controllers ensure that participants’ behavior remains within predefined boundaries. Simulation Cell (SimCell) controllers continuously inject scenario elements to simulate real events. Evaluators observe behaviors and compare them against established plans, policies, procedures, and standard practices (if applicable). Safety controllers ensure all activity is executed within a safe environment.