ccg 5 april 2014
DESCRIPTION
Updated general overview brief on CCGTRANSCRIPT
CCG©2013
Medical Disaster Preparedness & Response
“It’s Time for Change, It’s Time for Real Progress”
CCG©2013
ORGANIZATION
CCG is a medical disaster preparedness group providing the medical community a Disaster Tool Box to improve senior leadership crisis decision-making and staff coordination during response phase
CCG offers medical disaster preparedness consulting to Political Elected Officials, Medical / Logistical / Transportation EOC’s, Medical Directors / Managers / Administrators and Staff their members, Hospital and Clinic’s, ICP Commanders and other medical related IGOs and NGOs
CCG is staffed by experienced retired medical & disaster professionals who were highly skilled individuals in their former careers; DHS, FEMA, DOD, DHHS, UN and the private sector
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VISION
Dramatically increase effective medical disaster response, disaster coordination, capability and achieve Real Time Situational Awareness for medical organizations responding to all types of medical disasters
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Purpose
Build a coordinated, joint effort, in developing effective medical preparedness and response programs for the medical community to better respond to catastrophic disasters to save lives
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Tools for our Political Decision-Makers & EM Community
Preparedness PlatformTraining Exercise Platforms, Validation of Response Plans, Historical Review of Disaster Responses, Familiarization Tool and more…
Response PlatformEmergency Medical Response System 2020
Recovery PlatformMedical Camps
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Who are the Decision-Makers?Elected Politicians
The Mayor is responsible for decision-making and for coordinating city/town assets at the Disaster site
• State and Federal organizations are in Support:
• Mayor requests State Support (Governor). State is coordinating body for State resources
• Governor requests Federal Support (President). DHS is a coordinating body for outside resources in support of State / Disaster site
• In a disaster we have reverse leadership support
PRESIDENT
MAYORGOVENOR
The Balance of Leadership
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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.
Minneapolis Emergency Preparedness Director Rocco Forte
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Senior level Medical Preparedness Consulting
For Political Elected OfficialsMedical Directors / ManagersICP CommandersMedical EOC’s and Staff Members (Operation & Planning Officers)
Departmental, Interagency and Cross AgencyHospital and Clinic’s Responding to a Medical Crisis…Medical NGOs
• Crisis Decision Making Process• Validation of Response Plans • Real Time Information for Situational Awareness• Courses of Action Development• Decision Point Development• Effective Coordination of Medical Resources• Medical Resupply / Logistics• Patient Tracking• Common Operating Picture
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The Crisis Decision-Making Process
The Crisis Decision-Making Process (CDMP)
The current FEMA Decision-Making process (or Problem Solving) lacks many shortcomings. There process is an approach most found within the academia world, which is not in any sort a crisis problem solving process. The CDMP is a tried and proven process used my military commanders and their staff for centuries.
The CDMP we will be discussing is a true and tested process, modified from the Military Decision-Making process which has been successful within our own military for over 200 years.
ISSUES: DHS/ FEMA Operations / Plans Officers lack proper training and tools within each of their skill levels. Example map reading, which could have prevented the stadium issue during the Katrina disaster. Today, FEMA teaches the modified format of the 5-paragraphic operations order (Mr. Paul Regan, FEMA RI Plans Officer, RET CG Captain).
Pre Katrina / Post Katrina The change within, the struggle still continues today.
NOTES: Some mentioned terms may not be as labeled within FEMA or by some EM Commissioners / Directors.
“It’s Time for Change, It’s Time for Real Progress”
Welcome to the21st Century
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Critical Disaster Time Table
4 Types of Injured• Walking Injured• Non-Walking Injured• Unconscious Injured• Dead
H-Hour: Disaster Strikes
H to +1 Hour: Critical time, walking injured seek health care. Non-walking injured begin shouting for help. Unconscious injured need to be searched for.
H +1-2 Hours: Critical Time for non-walking injured that are trapped and unconscious injured needed to be found.
H +2-3 Hours: Walking injured accounted for (90%), Still seeking non-walking and unconscious injured.
H +3 Hours Plus: Non-walking injured trapped and unconscious injured life span begin to diminish quickly.
Critical Issues• Air EVAC availability• Bleeding
H +3 Hour Plus
H +2-3 Hour Plus
H +1-2 Hours
H to +1 Hour
H-Hour
H to H+3 is the most critical hour for response in saving
the majority of lives
H
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Special Staff
Multiple sections, Plans, one member of Operations and other single members selected by the Crisis team required for a successful response, i..e.., Public Affairs, Logistics, Transportation, etc… - Plans is the lead for this team.
Planners are always planning 12/24 hrs out, Ops execute and monitors those plans.
Coordinating Staff
Members designated by of the Crisis Team to coordinate dedicated resources. This is usually members of the Operations section assisted by others members bringing in resources. - Operations is the lead for this team.
Crisis Team (Principle Staff)
Commissioners, special advisors and any other individual the Mayor, or Crisis team feels is necessary. - The EM Commissioner is usually the lead for this team, the Mayor may decide to designate another dependent on the ground situation.
The Political Decision Maker … The Mayor
The Crisis Decision-Making Process
The Crisis Decision-Making Process (CDMP) is a very effective, speedy, disciplined and clear process. The complete process should not take more than 20 minutes.
The Mayor has three staff’s; Crisis Team (Principle Staff), Special Staff (Ops/Plans) & Coordinating Staff (Resource). The Special Staff (Ops/Plans) prepares & validates a minimum of two Course of Actions (2 different ways to respond), then brief’s the Mayor & Principle Staff members for approval.
The Mayor and Principle staff may make changes as needed or even discard these recommendations. Once the Mayor makes his / her final decision, the Order/Task is given to the Coordinating Staff to be verbally executed.
If pressed for time, the Mayor with the Principle Staff can initiate direct orders/tasks to the Special Staff for execution, or the Coordinating Staff have advice them just to plan for one COA.
NOTE: Good decisions = Situation Awareness = Being informed every 30 minutes
Achieving Situational Awareness
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CT Initial briefing every30 mins., as major events
develop‘Real Time Situational
Awareness’
Alert(OPNS / PLANS) Gather
New Information& Brief (15-30 Minutes)
(OPNS) Automatically InitiateResponse Plan
# 1234
(PLANS) Course of Action(s) Development, Comparison
and ValidationDisaster
Crisis Team (CT) Pre-Approved Response Plans
(OPNS/PLANS) Issue Verbal Fragmentary Response Order (VFRO)
(OPNS/PLANS) CONTINUE PLANNINGSend VFRO Orders As Needed
(PLANS) COA Briefing / Change / Approval
CT changes or approves for release
CT briefed makes changes or approves for release
ISSUE VFRO ORDERS CONTINUE PLANNING ISSUE VFRO ORDERS CONTINUE PLANNING
CT briefed makes changes or approves for release
Response Plan 1234Force Package A
Verbal Orders Issued Only Crisis Team Approval
T h e C r i s i s D e c i s i o n - M a k i n g P r o c e s s
Mayor andCrisis Team
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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 Processis 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/OPLANCOA Approval4
Constructive SimulationsDecision MatrixCOA Development and Analysis3
Crisis Course of ActionWar 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/OPLANCOA 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
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THE TRAINING & EXERCISE PLATFORM
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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
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.
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.
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Political : Decision Makers
Strategic: Leader
Operational: Staff
Tactical: First Responder
4 Target Audiences
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Medical Exercise Preparedness Series
Senior Medical leadership and Staff Members:
- Medical Seminars & Workshops- Crisis Medical Decision Making- Developing Decision Points- COA / Decision Points Development- Review / Validate Response Plans- Review Historic Responses- Develop Primary & Alternate Strategic Guidance
Medical Exercise Series:DHS / HSEEP Compliance
-TTX (Discussion, Operation & Interactive)-Functional Exercises-Real Time Functional Exercises-Full Scale Exercises-Constructive Simulation Supported Exercises
For Political Elected OfficialsMedical Directors / ManagersMedical EOC’s and Staff Members(Operation & Planning Officers)Hospital and Clinic’s Responding to a Medical Crisis…ICP Commanders, IGOs and NGOs
- Crisis Decision Making- Course of Action Development- Developing Decision Points- Manual & Advanced Exercise Support- Simulation Supported Exercises- Specialize in EOC, Medical, Logistical and Transportation Exercises
President LBJ Conducting a Sand Table Exercise
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CCG provides three of the four exercise platforms available on the market
• Manual (Supports Basic TTX, Advanced TTX and Functional Exercises)• Constructive (Supports Functional and Full Scale Exercises)• Live (Full Scale Exercises)
XWhat’s the difference?
Simulations
Simulators
Medical Exercise Preparedness SeriesDHS / HSEEP Compliance
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Advanced Tabletop ExercisesMedical Manual Exercise Preparedness Series
DHS / HSEEP Compliance
Political ElectedMedical DirectorsMedical ManagersHospitals & ClinicsMedical Responder Leadership
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ConstructiveSimulatedSupported
Example
Functional Exercise
Constructive Simulation Supported ExercisesMedical Simulation Exercise Preparedness Series
DHS / HSEEP Compliance
Live ExercisePlatform
Live ExercisePlatform
Simulated ExercisePlatform
SE
AM
LES
S E
XE
RC
ISE
PLA
TF
OR
M
RRCC
STATE
CITY Crisis Team
CITY EOC
LIVEPlatform
Constructive Simulation Model
M o d e l R e p l i c a t e s
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Conducting Networked Real Time Situational Exercises Enter the 21st CenturyEXAMPLE
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Leadership & Staff
First Responders
C2-C4I Exercise Platforms
Individual DrillsTeam / Crew DrillsDepartmental Drills / Training
SeminarsWorkshops (Example: Crisis Decision Making Process)Tabletops (TTXs)Function Exercises (FE)
Collective Training / Assessments
Full Scale Exercises (FSE)
Full Scale Exercises (FSE)
NOTES: - Leaders and Staff from Police, Fire, EMT also conduct C2-C4I training- C4I: Command, Control, Communications, Coordination and Information- EDRE: No Notice Exercise Deployment Readiness Evaluation (8-18 hours)- FSE (Leadership, Full Staff & 25% First Responders)
Leader / Staff Training and Exercises
NEOCFBIPoliceFireMedicalMore…
MOH EOC
ICP
Regional / City EOC
First Responder Training
Police
Fire
EMT
Medical Ambulances
etc…
First Responder Drill Platforms
CAP
Training & Exercise Program
Real World Readiness
Certification Exercises
Full Scale Exercise
H-HR H+2 H+4 H+10 H+18
Leadership x x x x x
Staff x x x x x
ICP x x x x x
FR leadership x x x x x
First Responders 10-25%
10-25% 0 0 0
Exercise Deployment Readiness Evaluation
H+8 H+12
EOC
ICP
First Responder
• Police
• Fire
• Medical
• Ambulances
EDRE
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DI-T&E Roadmap
Simple single echelon collective T&E roadmap
Political & Policy MakersResource Coordinators-NEMO-Regional EOC-Municipality
First Responders-Regional-Municipality
FECPX
TTX-OSTAFFEX
FECPX
IndividualDrills
CrewDrills
TeamDrills
FTX / FSE
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The CCG Roadmap To Real World Readiness
The Decision Makers Toolbox
CCG Provides Leaders and Staff Greater “In-depth” Training and Exercise Opportunities
Certification Exercises
Organization(s)CertifiedPolicy & Political
Decision Makers
IndustryLeaders
Military Commanders
Educators
Pre-Exercise: Develop / Validate / COA
Staff MemberPrograms
Decision Makers Combined Exercise Series
Operations OfficerPlanning Officer
Crisis Decision-Making Process
Scenario Writing
Exercise Planning
Risk Assessment
Plans Writing
Immediate & Post Analysis
Lessons Learned
and much more…
Scenario Development
Plans Writing & Validation
Exercise Planning
Map / Sand Board Exercises
Validation Exercises
Crisis Decision Making Process
Milestone Calendar
MESL Development
Training Objectives
Risk Assessment
Immediate & Post Analysis
and much more…
Operation Centers
Federal - State - City - Towns
Agencies - Departments
Advanced Tabletop Exercises
Standalone Support Exercises
Functional Exercises
Simulated Driven Exercises
Live Combined / Notional Exercises
Immediate Hot Washes
Post Analysis
and much more…
EM Director / ManagerPrograms
Crisis Decision-Making Process
Lessons Learned
Risk Assessments
REAL WORLD
READINESS
FSELive Field Exercises
EDRE“No Notice”
ExerciseDeploymentReadinessEvaluation
CAP
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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
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EMERGENCY MEDICAL RESPONSE SYSTEM 2020
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TACTICAL
OP
ER
AT
ION
AL
STRATEGIC
EMRS 2020Emergency Medical Response System
A Concept In Development
EMRS 2020Is a System,
Not an Application
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Emergency Medical Response System 2020Response
Real Time Situational Awareness Tactical, Operational and Strategic
Integrated Multi-Purpose Medical Combined Software
Common Operating Picture (COP)ClinicalEchelons of CareCommunicationsLogisticsLocationsPatient Tracking
EMRS2020 allows Medical leadership to take remote-charge from when the incident happens
EMRS2020 provides a Common Operating Picture (COP) for everyone to view and respond
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EMRS 2020 is an integrated software program built on a free standard platform that can be downloaded to any existing Smart Phone, Pad, Laptop or Desktop
Common Operating Picture-Facilities
-Organizations-Medical Collection Points
Clinical-Emergency Medical Records
-Patient MovementCommunications
-Text-Chat
-Live streamingLogistics-Medical
Medical Patient ID BraceletsScan capable (to & from) w/
use of patient wrist bands
EMR
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Suite for Automated Global Electronic bio-Surveillance is a collection of modular, flexible, freely-available software tools for electronic disease surveillance in resource-limited settings
Global Electronic Bio-Surveillance
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Common Operating Picture (COP)
APPS-Application-Training-Checklists
Drop Down Menus
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OFDA SupportedUS Department of State
INFO ONLY
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UN Health Cluster Timeline Response to Haiti EQ
Medical Response Failed•No Clear medical Response Plan•No Medical Leadership•No Medical Guidance•No Medical Coordination•No Med Org assigned areas•No Med Echelons of Support•No Med Collection Points•No Medical Registration•No Follow-on Medical Support•…and on and on
Lack of follow-on medical support, as much as 10,000 injured may have died.
Lack of medical leadership, survivors migrated to flood areas before rainy season.
Lack of medical leadership, outbreak of Cholera
INFO ONLY
UN is not a lead, it is a supportive organization
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CITYSTATEFEDERALNGO’sIGO’sFaith Based Org’sWho’s in-charge?Who’s making decisions?Who’s on the Ground?
USA
NGO
UK
SP
IGO
GER
FRA
UN
OUTSTANDING MEDICAL ISSUES
•Medical Rep not available to lead•Assignment of health sectors•Echelons of care / Roles of care•Communications•Coordination•Transportation•and more ????Where do I send
the injured needing follow
on?
Where can I get a cell phone that
works here?
Where do I send my patients?
I need to power up my mobile
equipment, but where?
Where are the medical
collection points
Where am I needed most?
How are we being
resupplied?
Where do we setup our hospital?
OUTSTANDING CLUSTER ISSUES
MOH Rep not available to leadWHO is informative, not directiveAssignment of health sectorsSign-in sheetsEchelons of care / Roles of careCommunicationsCoordinationTransportationand more ????
UN Health Cluster HQUSAGermanyUKFranceSpainIGOsNGOs
Example International Response
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Disaster Area
Town 2Town 1
Central DataDepository
State
State EOC FEMA
EMRS2020Common Operating Picture
EMRS2020 allows Medical leadership to take remote-charge from when the incident happens
Real Time Situational Awareness Tactical, Operational and Strategic
EMRS2020 provides a Common Operating Picture for everyone to
view and respond to
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Construction / Management of Medical Response CampsCamp life demands a social structure
Medical CampsRegistration CampsDisplaced Civilian CampsLogistical Camps
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A D D I T I O N A L S L I D E S
AlertGather New Information
(15-30 Minutes)
Automatically Initiate OPLAN #
1234
Course of Action Development and
Validation
Issue Verbal Fragmentary Response
Order (VFRO)
CONTINUE PLANNINGSend VFRO Orders As
Needed
COA Briefing / Change / Approval
The Critical Decision Making Process
ISSUE VFRO ORDERS CONTINUE PLANNING ISSUE VFRO ORDERS CONTINUE PLANNING
• The Critical Decision Making Process (CDMP) is a very effective, speedy, disciplined and clear process. The complete process should not take more than 20 minutes. The CDMP is not an academia problem solving process, it is a tried and proven military process that has been used for centuries.
• The Political or Crisis Decision Maker has three staff’s; Crisis Team (Principle Staff), Special Staff (Ops/Plans) & (Resource) Coordinating Staff. The Special Staff (Ops/Plans) prepares & validates two Course of Actions (2 different ways to respond), then brief’s the Decision Maker & Principle Staff members for approval.
• The Decision Maker and Principle staff may make changes as needed. The Order is then given to the Coordinating Staff to be verbally executed.
• If pressed for time, the Decision Maker with the Principle Staff can initiate orders to the Coordinating Staff for execution, or advice them just to plan for one COA.
NOTE: Good decisions = Situation Awareness = Being informed every 15-30 minutes
Special Staff
Two sections, Plans and Ops: Planners always plan 12/24 hrs out, Ops execute and monitors those plans
Coordinating Staff
Designated by members of the Crisis Team to coordinate all resources
Crisis Team
Commissioners, Advisors or any other individual the Decision Maker feels is necessary
Achieving Situational Awareness
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Point of Injury
Collection Point
MorgueHospitalTrauma
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VirtualSimulators
Live / Real World C2 Manual
ConstructiveSimulation
The Integrated Training & Exercise PlatformTraining In-depth
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Combining Leader / Staff and First Responder Training and Exercise Roadmap6 Month Example
Start DayE -180
E -150 E -120 E -90 E -30 Exercise DaySTARTEX ENDEX E +5/30
ExerciseLevel
Staff Exercise IParticipants
Exercise ActivityStaff Exercise II
ParticipantsExerciseActivities
C2 Exercise I Participants
Exercise Activities
Emergency Readiness
Deployment Exercise
Live Field Exercise
Immediateon site
organization AAR’s
E +5Formal Verbal AAR
State -Decision Maker-Crisis Staff-Special Staff-ICP CDR-Organizational Leaders & Staff’s-ORG Training Objective Standing List
-Scenario Development-Scenario Validation & Approval-Leaders Brief-ORG Training Objectives (See Remarks)
-Decision Maker-Crisis Staff-Special Staff-ICP CDR-Organizational Leaders & Staff’s
Brief, Validate and Final Approval of:-RPLAN-Support RPLAN
-Decision Maker-Crisis Staff-Special Staff-ICP CDR-Organizational Leaders & Staff’s
NO NOTICE EXERCISE
Can be limited25-100%
E +30Formal Written Detailed
AAR
City
Town
Exercise Length
MSN: Validate RPLAN
2 HoursMSN: Validate Support
RPLAN4 Hours
MSN: Conduct C2 Training
16 Hours4 Shifts
8 Hours2 Shifts
2-3 Days4 Shifts
2-4 Hours 2-4 Hours
Training Review
E -165 Primary Leader WorkshopE -160 Primary Staff Workshop
E -130 Support Leaders WorkshopE -125 Support Staff Workshop
E -100 Leaders WorkshopE -95 Staff Workshop
Immediate AAR at ENDEX
Exercise Support Model
Advanced Tabletop Constructive Simulations Constructive Simulations Live / Constructive Live / Constructive AAR AAR
REMARKSOrganizations submit exercise training
objectives 1 month prior for MESL development and issue at STAFFEX I
Finalized RPLAN and SUPPORT RPLANs are distributed to organizational leaders
NLT E -110
Exercises are conducted from organizations response sites
Can be simulatedand/or live
E -5 Conduct leaders walk through
Organizations conduct self evaluations
Lessons Learned
First Responders
Leaders Conduct individual drills
Leaders Conduct crew and team drills
Leaders See Remarks Can be included in EDRE
E -5 Conduct leaders walk through
AAR
Individual DrillsVirtual Simulators
Review - Test - Evaluate
-Crew drills-Team Drills
Review - Test - Evaluate
REMARKS
Train to standard Evaluate to standard Train to standard Evaluate to standard Decision Maker conduct a mini live exercise combining Staff and First Responders
EDRE when live is evaluated by external ORG. of same type
Conclusion
Commissioners and Organizational leaders are not evaluated. They are abreast of all activities. A Deputy Commissioner is always the Exercise Director. This position can be rotated.
C2 Exercise II TBD by Decision Maker based on organizations performance at C2 Exercise I. Keep scripted events to a minimum. Interject new events as deemed by Organizational Leader
Conduct random EDRE’s or reevaluate weaker Organizations
If an organization shows poor performance, reschedule a C2 DDMT supported EDRE immediately . Full State level live exercises not recommended. Leaders and staff plus 25% of First Responders
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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
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Real Time Interactive Simulation Models Replicate
ResourcesPeopleEquipmentVehicles
TerrainWeatherDay / NightWaterBoatsWeaponsBuildingsRubble
DisastersNaturalMan-madeTerrorists
Integrating Multiple Training, Exercise and Evaluation Platforms
CSM’s are a totally Seamless inter-active platformDecision 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
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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
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ReferencesDHS / FEMA EXERCISE TYPES -T&EPW User’s handbookREF: https://hseep.dhs.gov/support/TEPW_Users_Handbook_%28V30%29.pdf
Discussion / Operations - Based Exercises
Discussion-Based Exercises
• Seminars• Workshops• Tabletop Exercise (TTX-D)
Operations-Based Exercises
• Drills• Tabletop Exercise (TTX-O)• Functional Exercise• Full Scale Exercise
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Mayor &Crisis Staff
Exercise Team- Evaluators / AAR- White Cell / HICON- Red Cell-Simulation Cell- Tech Team- Computer Op
Exercise Planning TeamA rep from each
participating origination
EMDirector
ExerciseDirector
IGO / NGOs
Mayor & ServicesRepresentatives
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
Alert(OPNS / PLANS) Gather
New Information(15-30 Minutes)
(OPNS) Automatically InitiateResponse Plan
# 1234
(PLANS) Course of Action(s) Development, Comparison
and Validation
ISSUE VFRO ORDERS
CONTINUE PLANNING
ISSUE VFRO ORDERS
CONTINUE PLANNING
(PLANS) Issue Verbal Fragmentary Response Order (VFRO)
(PLANS) CONTINUE PLANNINGSend VFRO Orders As Needed
(PLANS) COA Briefing / Change / Approval
Planning Teams Relationship with the Mayor and Crisis Team
Special Staff / Planning Team is comprised of members from each department supporting response efforts. The team is lead by the lead Planning Officer.
Planning team restrictions: Resources
The Planning team has a close and direct relationship with the Mayor and the Crisis team. Planning is a continues 24 hours process.
Mayor andCrisis Team