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

4/9/2014 3

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

CCG©2013

How effective is your training & exercise program?

4/9/2014 6

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 (-)

4/9/2014 7

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.

4/9/2014 8

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

9

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

CCG©2013

The Distributed Interactive T&E Platform is a

whole Government Process

NEMO

11

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

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

13

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.

144/9/2014

CCG©2013

Political : Decision Makers

Strategic: Leader

Operational: Staff

Tactical: First Responder

4-Platforms of Disaster Exercises

4/9/2014 15

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

CCG©2013 4/9/2014 17

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

184/9/2014

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

19

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

204/9/2014

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

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

CCG©2013

T&E Roadmap

4/9/2014 23

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

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

4/9/2014 25

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

4/9/2014 26

CCG©201327

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

CCG©2013

An interactive seamless Training Environment

Constructive Simulation Models (CSM)Integration Multiplier

CSM’s Increase Realism

4/9/2014 28

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

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

4/9/2014 32

CCG©2013 4/9/2014 33

CCG©2013

Evaluate and Validate

After Action Review (AAR)

Corrective Action Program (CAP)

Lessons Learned / Information Sharing

4/9/2014 34

Leader / Staff Toolbox

CCG©2013

CONCLUSION & QUESTIONS

35

CCG©201336

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

4/9/2014 37

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

4/9/2014 38

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

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

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

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

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

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

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

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

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

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

4/9/2014 56

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

CCG©2013 4/9/2014 66

CCG©2013

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