developing a distributed interactive exercise platform
DESCRIPTION
the 21st century Exercise PlatformTRANSCRIPT
CCG©2013
Developing a Distributed Interactive
Real Time Training and Exercise Platform
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
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
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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
CCG©2013
Haiti 7.0 Earthquake JAN 2010Was the international community prepared to respond effectively?
What could we have done better? - What did we learn?
5
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How effective is your training & exercise program?
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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
Plague1850 - 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 (-)
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ARE YOU PREPARED??
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.
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Why Validated A Crisis Action Plan
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
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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….
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CCG©2013
The Distributed Interactive T&E Platform is a
whole Government Process
NEMO
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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.
Why Train and Exercise… Continue
Minneapolis Emergency Preparedness Director Rocco Forte
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CCG©2013The 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
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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.
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Political : Decision Makers
Strategic: Leader
Operational: Staff
Tactical: First Responder
4-Platforms of Disaster Exercises
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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
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Training & Exercise Cycle
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
DirectorExercise
Director
IGO / NGOs
Mayor & Services
RepresentativesSchedule of Events
-CDC
-IPC
-MPC / MSEL
-FPC
-Initial Walk Through
-PRE STARTEX / Lay Down
-STARTEX
-PAUSEX / HOT WASH
-ENDEX
-AAR
The Exercise Planning Team
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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 CountryFirst Responders (N)
Foreign (Regional)
T&E Platforms
Nation
al
Reg
iona
lC
ity /
Com
mun
ity
Local EOCs (N)
Private Businesses (N)
Regional EOCs (N/L)
NEMONEOC (L)
Regional Incident
Command Post (N/L)
Local First Responders (N)
National
HA/DR Event
AARDistributed
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
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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
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CCG©2013 4/9/2014 21
•Discussion-Based ExercisesAre normally used as starting points in the building-
block approach to the cycle, mix, and range of
exercises.
•Operations-Based ExercisesAre 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.
CCG©2013
References
DHS / FEMA EXERCISE TYPES -T&EPW User’s handbookREF: https://hseep.dhs.gov/support/TEPW_Users_Handbook_%28V30%29.pdf
Discussion / Operations - Based Exercises
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Discussion-Based Exercises
• Seminars
• Workshops
• Tabletop Exercise (TTX-D)
Operations-Based Exercises
• Drills
• Tabletop Exercise (TTX-O)
• Functional Exercise
• Full Scale Exercise
CCG©2013
T&E Roadmap
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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
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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 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/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
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The Distributed and Interactive Training & Exercise PlatformCCG©2013
Real Time Interactive
Simulation Models
Replicate
ResourcesPeople
Equipment
Vehicles
Terrain
Weather
Day / Night
Water
Boats
Weapons
Buildings
Rubble
DisastersNatural
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
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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
CCG©2013
An interactive seamless Training Environment
Constructive Simulation Models (CSM)Integration Multiplier
CSM’s Increase Realism
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CCG©2013
Exercise Director
White Cell / HICON
Disaster Cell
Evaluators / AAR
Simulation Cell
Simulation Cell
NEMO
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Political Decision Makers, Leaders, Managers, Staff Members & Resource Coordinator
A New Training Platform Supported by Constructive Simulation Models
CCG©2013
Caribbean
Resource
Coordination
30
HAITINEMO
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 PMExercise Director
White Cell / HICON
Disaster Cell
Evaluators / AAR
Simulation CellDepartment 3
Follow on
Regional Support
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
CCG©2013
The Advanced Manual Distributed Interactive PlatformDriven by 60 / 30 Minute Game Turns
Blue / Red Cells
Se
am
le
ss
(Radio
& T
ele
phones)
NEMO, Regional EOCsTraining Audience Working From Their Locations
Umpires EX DIR ADMIN SPT Disaster AAR BLUE
White Cell
AAR
Police
Fire
EMT
ETC
LEDGEND
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Evaluate and Validate
After Action Review (AAR)
Corrective Action Program (CAP)
Lessons Learned / Information Sharing
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Leader / Staff Toolbox
CCG©2013
CONCLUSION & QUESTIONS
35
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Briefer Notes
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
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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, multimedia presentations, panel
discussions, case study discussions, expert testimony, and decision
support tools
• Proven effectiveness with both small and large groups
Seminars
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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
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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
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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
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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
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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
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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
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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
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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
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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
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CCG©2013
Exercise Management
1.Foundation
2.Design and Development
3.Exercise Conduct
4.Evaluation
5.Improvement Planning
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.
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.
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.
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.
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.
CCG©2013 54
HANDOUTS
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.
CCG©2013
Balancing the T&E Platform
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CCG©2013
National
NEMA
TTX
National
NEMA
CPX / FE
National IPC/MPC/FPC
NEMA
Regions
City / Towns
City/TownIPC/MPC/FPC
City/Towns
NA
TIO
NA
LR
EG
ION
AL
CIT
Y / T
OW
N
Regional
EOC
Regional
ICP
First
Responders
RegionalIPC/MPC/FPC
Region
City/Towns
EOC
Regional
EOC
Regional
ICP
First
Responders
EOC
National
FTX /
FSE
AAR
CAP
Implement CAP
Com
bine
d
STA
FF
Firs
t
Res
pond
ers
Legend
National Exercise Roadmap
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 EchelonDistributed
NETWORKEDImpact
Costs and
ManpowerSupport Location(s)
Map Exercise
(MAPEX)
Open
Manual
Operational
Map DrivenLeadership & StaffNEMA, Region & City
NOSingle location
Political, Leader
and staffLight 2 None Single
Tabletop
(TTX)
Open
Manual
Operational
Or Discussion
Diversified Groups within the EM
Community
NO
Single location
Political, Leader
and staffMedium 3
Team
(3-5+)Single
Functional (FE)Command Post Exercise
(CPX)
Open 1
ManualOperational
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
ManualOperational
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 EchelonDistributed
NETWORKED-Impact
Costs and
ManpowerSupport 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 2TEAM
(5-12)
HICON
White Cell
Evaluators
AAR
MultipleBBS B (CSM Legacy)
PC BasedDoD Operational Full Scope YES5
Light 2
JCATS C (CSM)
PC BasedDoD Operational Full Scope YES5
Light 2
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 distributed 5 using telephone lines
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
NumberAlternatePrimaryAlternate
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
NumberAlternatePrimaryAlternate
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
CCG©2013
CCG©2013
CCG©2013
DESK
DESK
Media Tent
GuardedEntrance
Incident Command Post
Up to 3 SatelliteICP’s available
Mobile JOC
TentCity
DESK
Forward LogisticsBase
ICP Sleeping AreaMess Tent
Main LogisticsBase
Sleeping AreaMess Tent
Briefings every 30 minutes
H
Example
CCG©2013
HJoint
IncidentCommand
Post(JICP)
CurrentOperations
FutureOperations
Intelligence
PAOMediaCenter
TechnologyCommunications
IncidentCommander
LiaisonOfficers
ServiceSupport
Joint Incident Command Post (JICP)
Mobile IncidentCommand Post
Modular - Expandable
CommunicationRetrans Vehicle
CCG©2013
Validate Skills
Practice Skills
Acquire Skills
Familiarize
CCG©2013
Training and Exercise Cycle
Program Management
Project Management
Exercise Conduct
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USSOUTHCOM Command Surgeon
Joint Medical Preparedness and Response
Exercise Program (JMPREP)
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
Ph
ase
III
Ph
ase
II
Ph
ase
I /
Pre
Activitie
s
CCG©2013
Exercise PhaseFunctional Exercise
Senior Leadership Seminar II
Post Exercise PhaseAfter Action Review (AAR)
Corrective Action Plan (CAP)
Pre-Exercise PhasePreparation
Senior Leadership Seminar I
PRE-EX
Exercise
PRE-EX
CCG©2013
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
CCG©2013
Ex
erc
ise
M
ile
sto
ne
C
ale
nd
ar
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
IVSTARTEX
Exercise
VHot Wash
Immediate AAR upon ENDEX
VIAAR / CAP
After Action ReviewDevelop / Assign Corrective Action Plan
VIICAP
Corrective Action Plan
Exercise PhaseFunctional Exercise
Senior Leadership Seminar II
Post Exercise PhaseAfter Action Review (AAR)
Corrective Action Plan (CAP)
Pre-Exercise PhasePreparation
Senior Leadership Seminar I