Guidelines for Transportation Emergency Training Exercises (2006) / Chapter Skim
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Pages 20-32
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From page 20... ...
Figure 5 shows the requirements that should be addressed to establish a progressive exercise program for a transportation agency. This figure shows the emphasis placed on management, support, administration, delivery, and quality assurance.
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▪ Quality Assurance refers to activities taken by the transportation agency to ensure that the progressive exercise program meets goals and objectives, complies with grant program requirements, adequately coordinates with external emergency response partners, and monitors the implementation of recommended improvements. STEPS IN THE PROCESS This section describes the steps necessary for a transportation agency to establish a progressive exercise program.
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Some small agencies have been able to manage grant applications and to receive funding to support exercise programs from local, state, and federal sources. Depending on the size of the transportation organization, activities to create an organization for the progressive exercise program may include ▪ Assigning responsibility for the progressive exercise program to a full-time position or part-time to an existing position; ▪ Creating a committee or task force of internal staff and/or external responders to oversee the program; ▪ Establishing permanent or ad hoc working groups with local responders and others who may participate in the transportation agency's exercises.
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It is only important that the transportation agency's exercise program be formally constituted and given the authority and resources necessary to manage the program. ▪ Needs Assessment and Focus Areas: The transportation exercise coordinator, supported by transportation personnel, consultants, and/or members of local responder agencies, should conduct a careful review of threat and vulnerability assessments conducted by the agency; existing emergency response plans, policies, procedures, job aids, training; and emergency response experience.
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Whatever the size of the agency, if executive leadership understands these costs and supports them, then the program will have a strong foundation for accomplishing its objectives. Management will support transportation participation in progressive exercise programs developed by local responders and emergency management agencies, enabling the transportation agency to piggy-back on the resources expended by its partners in local, state, and federal government.
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Detonated in Transportation Facility 90 3rd Quarter, Year 1 $30,000 40 10 10 10 4 6 3 2 5 4 required Game • Agenda • Exercise Package • After Action Report • Corrective Action Plan 48-Hour Blackout 45 1st Quarter, Year 2 $10,000 20 4 4 4 1 0 0 5 7 3 required Drill • Agenda • Exercise Package • After Action Report • Corrective Action Plan Evacuation of Transportation Facility with Suspicious Package 50 3rd Quarter, Year 2 $15,000 40 1 1 1 1 1 0 1 4 2 required Functional Exercise • Agenda • Exercise Package • After Action Report • Corrective Action Plan Chemical Agent Release in Transportation Facility 150 1st Quarter, Year 3 $50,000 60 20 20 10 3 10 10 2 15 4 required Full-Scale Exercise • Agenda • Exercise Package • After Action Report • Corrective Action Plan Radiological Dispersal Device (Dirty Bomb) Detonated in Transportation Facility 225 3rd Quarter, Year 3 $70,000 70 30 20 10 5 10 10 10 60 5 required ABBREVIATIONS: TA = Transportation Agency LE = Law Enforcement FD = Fire Department EMS = Emergency Medical Services EMA/EOC = Emergency Management Agency/Emergency Operations Center HAZ = Hazardous Materials Response Unit Media = Media Partners to Support Public Information Dissemination PW&U = Public Works and Utilities Other = Vendors Supporting Critical Transportation Systems, Actors (wearing special effect makeup to show the injury symptoms, or "moulage")
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From page 26... ...
Based on the type of exercise conducted, the documents may include ▪ A scenario technical description; ▪ A situation manual or player handbook; In addition to a full accounting of costs, most grant programs for emergency exercises require the grantee to submit deliverables used in conducting the exercises, as well as after action reports and improvement plans.
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From page 28... ...
Subtotal: Overtime Subtotal: Travel Subtotal: Supplies Subtotal: Other Items Subtotal: Total Allocation Guidelines for Transportation Emergency Training Exercises 28 Narrative statement (a brief scenario that sets the stage for an exercise) : Total grant funding requested (Exercise Budget Detail Worksheet attached to this application)
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▪ Plans for correcting identified weaknesses and improving training effectiveness are developed and implemented. Careful consideration given to program elements enables the transportation agency to clarify its objectives, requirements, budgets, and schedules.
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Table 6 lists some of these activities using a typical incident management organization for a transportation agency. Since the ultimate goal of the exercise program is to improve the transportation agency's capabilities to manage these activities, the transportation exercise coordinator can use this list to show top management and others who must support the exercise program.
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From page 31... ...
TABLE 5 TYPICAL EXERCISE PRODUCTS Exercise Seminar Workshop Tabletop Game Dr i l l Funct ional Ful l -Scale Scenar io Techn ica l Descr ip t ion • • • Seminar Leaders Gu ide • • Si tua t ion Manua l /P layer Handbook • • • Resu l ts Summary • Recorder Forms • Exerc ise P lan • • Cont ro l S ta f f Ins t ruc t ions • • Master Scenar io Events L is t • • Communica t ions D i rec to ry • • • Cont ro l le r /Eva lua to r Br ie f ing • • Eva lua t ion P lan • • Cont ro l le r /Eva lua to r Packe ts • • Role P layer /Ac t ion /V ic t im Br ie f • • Fu l l -Sca le Exerc ise L iab i l i t y Waiver • • • Player Br ie f ing • • • • Procedura l F low • • • • Synchron iza t ion Mat r i x • • • Cont ro l le r /Eva lua to r Iden t i f y ing Garments • • Exerc ise Par t i c ipan ts Badges • • • • • • • Hot Wash/Af te r Ac t ion Rev iew Br ie f ing • • • • Summary Repor t • • • Af te r Ac t ion Repor t • • • • • Cor rec t i ve Ac t ion P lan • • • • •
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Coordinates with external agencies regarding requests and decisions Coordinates with local/regional/state emergency operations center Develops short- and long-term strategies for managing both the affected transportation system and elements of the system not affected by the emergency Authorizes emergency procurements Provides resources, materials, and supplies Documents event Prepares and implements mid- or long-term strategy for recovery operations Provides communications to the transportation agency's internal board or other governmental entity, unions, emergency agencies, the media, and the public
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