FEMA IS-139.A: Exercise Design and Development Course Summary

Accordingly, these priorities guide the design and development of individual exercises, as planners identify exercise objectives and align them to core capabilities for evaluation during the exercise. Exercise evaluation assesses the ability to meet exercise objectives and capabilities by documenting strengths, areas for improvement, core capability performance, and corrective actions in an After-Action Report/Improvement Plan (AAR/IP). Through improvement planning, organizations take the corrective actions needed to improve plans, build and sustain capabilities, and maintain readiness.

The use of the Homeland Security Exercise and Evaluation Program (HSEEP)—in line with the National Preparedness Goal and the National Preparedness System—supports efforts across the whole community that improve our national capacity to build, sustain, and deliver core capabilities.

This course is designed to introduce you to the fundamentals of exercise design and to prepare you to design and conduct exercises consistent with the Homeland Security Exercise and Evaluation Program (HSEEP) doctrine.

The prerequisite for this course is IS 120.c Introduction to Exercises.

• Lesson 1, Exercise Design Considerations, discusses the overall design considerations including the basic components of an exercise program, a well as the types and characteristics of both discussion-based and operations-based exercises.
• Lesson 2, Exercise Planning Team, explains the different considerations needed when selecting the members of a design team; including the specific roles of planning team members and how they relate to the elements of an exercise scope.
• Lesson 3, Capability-Based Exercise Objective Development, concentrates on the objectives of an exercise and how they impact the core capabilities.
• Lesson 4, Scenario and Master Scenario Events List Development, explains the basic elements and functions of a scenario and how to create a Master Scenario Events List (MSEL).
• Lesson 5, Exercise Documentation, describes the audience and purpose of the key exercise design and development documents.
• Lesson 6, Additional Enhancements, explains the purpose and types of exercise enhancements, as well as what considerations are to be taken when selecting specific enhancements.

• Define reasons to design and complete exercises.
• Identify the members of an exercise design team.
• Compile exercise objectives.
• Determine evaluation elements of the exercise.
• Understand how to develop exercise scenarios.
• Identify the correct documents for the exercise.

• Navigate the course correctly.
• Understand course objectives.
• Understand receiving credit for the course.

• Identify the basic components of an exercise program.
• Identify the types of exercises as defined by HSEEP.

• Progressive exercising is a scalable approach, where exercises that build upon each other are developed.
  • Functional exercises require:
    • Participants
    • Simulators/Controllers
    • Evaluators
• A community or an organization engages in a progressive exercise when the goal requires a comprehensive approach from every type of responding agency (e.g. police, fire, hospitals).
• Participants are determined based on the exercise needs and jurisdiction.  Exercises might scale up to engage the whole community, or the population might be limited down to just key stakeholders.

• Clearly-defined goals set the tone for the careful planning of design and development. Those goals help set the priorities and focus on figuring out what works and what requires improvement when it comes to emergency operations.
• The scale of complexity with exercises starts with the least-complex discussion-based exercises such as seminars and tabletop exercises (TTX). Discussion-based exercises serve to inform participants of (or help develop) plans, policies, agreements, and procedures.
• Medium complexity starts with operational exercises such as workshops.
• The most-complex exercises are typically full-scale exercises (FSEs). Medium and high complexity is used when validating functional response actions where plans, policies, agreements, and procedures are implemented as if responding to an actual incident.

• As each progressive exercise shows success, this ensures:
  • Officials/stakeholders trust and are willing to commit resources.
  • Personnel regards future exercises positively.
  • The confidence of the organization and community builds.
  • Operating skills improve.

Outcomes from a C&O Meeting include:

• Exercise concept
• Exercise timeframe
• Extent of participation
• Identification of planning team members
• Planning timeline, milestones, and meeting dates

As a follow-up, meeting minutes should be compiled and sent to each participant within four working days of the meeting conclusion.

• Design
• Development
• Conduct
• Evaluation

The size of the team will vary depending on the type and scale of the exercise. Exercise planners may elect to use the Incident Command System (ICS) structure when establishing the structure and organization of the planning team (see organization chart).

A team consists of a Lead Exercise Planner and planning team members. The team lead has complete management responsibility, assigning tasks to team members and ensuring the successful execution of the exercise.

The team size should:

• Be kept manageable but represent a full range of participating organizations and other relevant stakeholders.
• Include whole community stakeholders such as:
  • First responders/support agencies
  • Advocacy groups
  • Those with limited English language proficiency

In addition, Subject Matter Experts (SMEs) bring functional knowledge from their area of expertise.

The Exercise Planning Team responsibilities include:

• Determine exercise objectives, evaluation plan, and control, and simulation systems
• Design, develop, conduct and evaluate results of exercise
• Develop scenario, Exercise Evaluation Guides (EEGs), and other exercise documentation
• Plan logistics for exercise conduct
• Identify, create, and distributes pre-exercise materials

• Adding expertise to the exercise planning team
• Providing functional knowledge for player-specific tasks evaluated through objectives
• Helping make the scenario realistic and plausible
• Ensuring appropriate evaluation of capabilities

Trusted agents:

• Are individuals who understand that confidentiality must be preserved to maintain the integrity of the exercise.
• All members of the exercise planning team are trusted agents.
• Team members must not reveal details or share insight in order to protect the integrity and confidentiality of the exercise and evaluation process.
• This is especially important to those team members who may also serve as controllers or evaluators during exercise conduct.

Regardless of the size or scope of an exercise, an exercise planning team performs best with a clear organizational structure which clearly defines roles, responsibilities, and functional requirements for each role or position on the planning team.

Tips for creating a successful planning team:

• Define roles, responsibilities, and functional requirements
• Engage elected and appointed officials and whole community leadership in exercise planning
• Use project management principles
• Follow standardized process
• Organize the team using NIMS Incident Command System (ICS) or other structure that defines support roles for each team member

Planning Team Roles and Responsibilities

Exercise planning team members are responsible for the exercise design and development, conduct of the exercise, and exercise evaluation. Based on elected and appointed officials’ guidance and program priorities, the team will establish exercise objectives and determine the core capabilities to be assessed during exercise play. Next, the team is responsible for creating a realistic scenario to assess the identified capabilities and objectives. As mentioned earlier, SMEs play a big role in creating plausible scenarios. The team develops supporting documentation for the exercise as well as process documentation, control and simulation documentation, and customized evaluation packets for participants. Team members also help with building and distributing pre-exercise materials and conducting exercise planning meetings, briefings, and training sessions. Keep in mind that being part of an exercise planning team is usually a collateral duty. It is very important to ensure candidates can make the commitment to actively participate throughout the process.

• Planning at the program level is required to ensure successful exercise process implementation.
• Segmenting requirements by task level help visualize exercise and program components.
• Exercise process is organized by task sequece, task categories and phases provide clarification.

• Initial Planning Meeting (IPM)
• Identify Costs and Liabilities
• Gain Senior Leader Support
• Exercise Planning Team
• Execute the Exercise Process

• Threat and Hazard Identification and Risk Assessment (THIRA)
• Rolling Summary Report
• Multiyear Training Exercise Plan (TEP)
• After Action Report

• Threat and Hazard Identification and Risk Assessment (THIRA)
  • A tool used to assess an organization or jurisdiction’s objectives against performance thresholds to validate successful completion of critical tasks associated with targeted core capabilities.

• Based on a set of strategic, high-level priorities selected by Organization’s elected and appointed officials
• Priorities guide the development of exercise objectives
• Training and exercise program actions are implemented as Discussion-based and Functional exercises

See HSEEP document here.

• Qualitative summary designed to identify potential corrective actions in exercises or real-world events.
• The AAR is a draft improvement plan (IP) which is developed for an After Action Meeting (AAM).
• A final AAR is created once participants reach final consensus strengths and areas to improve.

• Exercise objectives and core capabilities
• Evaluation requirements, including Exercise Evaluation Guides (EEGs)
• Relevant plans, policies, and procedures
• Exercise scenario
• Modeling and simulation planning
• Extent of play (time, date, and location)

Read-ahead packets should include the following items:

• The meeting agenda
• A list of capabilities and tasks from the Exercise Evaluation Guides (EEGs) or copies of the EEGs that pertain to the capabilities to be validated
• Hazard information (where applicable to the exercise)
• For discussion-based exercises:  the proposed room layout
• For operations-based exercises:  a map of the proposed exercise venue, including a description of the local environment
• A copy of the proposed project timeline for exercise design and development
• Copies of the presentation briefing to be used at the meeting

Providing these materials in advance sets a pro-active stance for this and possibly other meetings that may follow. Team members can review, take notes, and formulate ideas and arrive prepared to contribute to the effort, making the most of the face-to-face meeting time available.

• Any outcomes listed in the C&O meeting section if a C&O meeting was not conducted.
• Clearly defined exercise objectives and aligned core capabilities.
• Initial capability targets and critical tasks (These tasks will be reviewed and confirmed prior to the next planning meeting).
• Identified exercise scenario variables, such as threat scenario, scope of hazard, venue, or conditions.
• A list of participating exercise organizations and anticipated organizational extent of play.
• Draft Situation Manual (SitMan) or Exercise Plan (ExPlan).
• Identification and availability of all source documents (e.g., policies, plans, procedures) needed to draft exercise documents and presentations.
• A refined exercise planning timeline with milestones.
• Identification and availability of SMEs, as necessary, for scenario vetting and/or expert evaluation.
• Determination of preferred communication methods among the exercise planning team.
• Clearly identified and assigned responsibility for exercise logistical issues.
• A list of tasks to be accomplished by the next planning meeting with established dates for completion and responsible planning team members identified.
• An agreed-upon date, time, and location for the next planning meeting and the actual exercise.

• Compile and distribute the IPM meeting minutes, including the next meeting date, time, and location
• Between meetings: Planning Team collaborates on assignments and prepares draft of exercise documentation
• Distribute draft documentation prior to the next scheduled meeting

• For more complex exercises, one or more additional planning meetings—or MSEL Meetings—may be held to review the scenario timeline. If not held separately, topics typically covered in a separate MSEL Meeting can be incorporated into the MPM and FPM.
• The MSEL Meeting focuses on developing the MSEL—a chronological list that supplements the exercise scenario with:
  • Event synopses.
  • Expected participant responses.
  • Objectives and core capabilities to be addressed.
  • Responsible personnel.
• It includes specific scenario events (or injects) that prompt players to implement the plans, policies, procedures, and protocols and records the methods that will be used to provide the injects (e.g., phone call, radio call, e-mail).

• The Final Planning Meeting (FPM) is the final forum for reviewing exercise processes and procedures.
• Both before and after the FPM, the exercise team leader should engage elected and appointed officials to ensure that the exercise is aligning with their intent, address any questions, and receive any last-minute guidance.
• The FPM ensures that all logistical requirements have been met, outstanding issues have been identified and resolved, and exercise products are ready for printing.

• Gain support for the entire exercise program
• Protect the organization
• “Sell” the process Announce the exercise

• Establish a base
  • Define the exercise scope and identify limitations
• Address the costs and liabilities
  • Funding
  • Human Resources
  • Organizational liabilities

• Identify the basic components of an exercise program.
• Identify the types of exercises as defined by HSEEP.

Key Points Summary

• Progressive exercising, where exercises are built to support each other and increase in complexity from low to high, is the preferred method of building an exercise plan. This method helps build trust with stakeholders and officials while avoiding the rush into more time and resource-intensive exercises.
• Lower-complexity exercises include discussion-based exercises such as seminars, workshops, tabletop exercises (TTX), and games. Higher-complexity exercises tend to be operations-based ones such as drills, functional exercises, and full-scale exercises. The exercise process starts with the Initial Planning Meeting (IPM) where goals and objectives are set and aligned to core capabilities.
• The Exercise Planning Team is selected based on the needs of the exercise which includes SMEs, and Emergency Manager/appointee, and a key participant from each department involved. An exercise schedule is set to help all stakeholders view and monitor tasks and resources while costs and liabilities are considered. The evaluation critiques and guidelines are set up and key documentation is consulted and maintained such as THIRA, Rolling Summary Report, Multi-Year Exercise Plan, and After-Action Report.

• Indicate considerations when selecting members of the design team.
• Associate the roles and responsibilities of specific exercise planning team members.
• Identify the elements of an exercise scope.

The exercise planning team manages and is responsible for exercise design, development, conduct, and evaluation of an exercise. The size of the team will vary depending on the type and scale of the exercise. Exercise planners may elect to use the Incident Command System (ICS) structure when establishing the structure and organization of the planning team (see organization chart).

A team consists of a Lead Exercise Planner, or exercise director, and planning team members. The Exercise Director should be a person that has been given the authority to make decisions for the sponsoring organization. Furthermore, the exercise director provides direction and oversight of the planning team members. The Lead Exercise Planner has complete management responsibility, assigning tasks to team members and ensuring the successful execution of the exercise.

• Devotes significant time throughout an exercise cycle.
• Is experienced and capable.
• Is familiar with the emergency plan.
• Has a sound understanding of response participating organizations.
• Is not a key member of any participating organization.

• Other candidates within the design team include at least one representative from each participating jurisdiction and each key department.
• Member backgrounds should vary to help with coordination and stimulate creativity with exercise development.

• To assist the team leader in developing content and procedures for the exercise.
• To determine exercise objectives.
• To tailor the scenario to the needs of each department.
• To develop a sequence of events and the associated messages.
• To assist in development and distribution of pre-exercise materials.
• To help conduct pre-exercise training sessions.
• To act as potential simulators and/or controllers within each exercise.

Keeping the Scope Realistic

When defining the scope, the design team must keep it realistic. They must be able to clearly define the problem and set priorities for the exercise. For example, an organization might exhibit weaknesses in communicating emergency evacuation procedures, and therefore the exercise might prioritize communication systems within the scope to keep it realistic. This type of focus informs the team’s choices in all aspects of exercise design and development.

• Indicate considerations when selecting members of the design team.
• Associate the roles and responsibilities of specific exercise planning team members.
• Identify the elements of an exercise scope.

Key Points Summary

• An exercise design team consists of a team leader, either the Emergency Manager or a representative, and representatives from each participating organization.
• The team is responsible for determining the exercise objectives, developing and tailoring the sequence of events and associated messages within the scenario, logistics, assisting in the development and distribution of pre-exercise training sessions.
• To ensure success, the design team needs to establish clear goals and lines of communication. They should reach a consensus on a realistic milestone schedule and meet regularly to monitor progress.
• When clearly defining the scope, the team must start with the requirements that guide the exercise, set priorities and make choices based on those priorities. The team must examine what resources are available pertaining to staffing, monetary, schedule, skill and experience of those on the team, and the capability of the exercise to address the problem as defined.
• Scope requires the type of emergency, location, functions involved, participants, and the exercise type.

• Develop exercise objectives utilizing SMART guidelines.
• Identify the SMART components of exercise objectives.
• Explain which core capability each objective impacts.

• Exercise objectives: Distinct outcomes that an organization wishes to achieve during an exercise.
  • The exercise planning team chooses one or more exercise program priorities on which to focus an exercise
    • These priorities are selected based on guidance from elected and appointed officials and from the results of a needs assessment
  • Using the exercise program priorities, the planning team creates exercise objectives
• Performance objectives: Describes what players should know or do under specific conditions in response to an event: real-world or within an exercise scenario.
  • Each performance objective should support the overall objectives of the planned exercise.

One way to avoid vagueness is to use concrete words. Pay particular attention to the verb that describes participant performance.

• Identify the three basic elements of an exercise scenario.
• Recognize the functions of a scenario narrative.
• Define the components of MSEL development.

For operations-based exercises, a scenario provides background information and a storyline about the incident catalyst(s) of the exercise—the overall scenario is provided in the Controller/Evaluator Handbook (C/E Handbook), and specific scenario events are contained in the Master Scenario Events List (MSEL).

Exercise planners should select and develop scenarios that enable an exercise to assess objectives and core capabilities. All scenarios should be realistic, plausible, and challenging; however, designers must ensure the scenario is not so complicated that it overwhelms players.

The Ground Truth is comprised of the detailed elements of a prevention exercise scenario that must remain consistent during exercise development and conduct to ensure that realism is maintained and objectives may be met in the unscripted move-countermove exercise environment. The ground truth includes the scenario timeline, local threat environment, simulated threat group, and individual adversary profiles and relationships. Once composed, the ground truth is used as the basis for MSEL development and red team operations planning, if applicable.

• What event? ƒ
• How fast, strong, deep, dangerous? ƒ
• How did you find out? ƒ
• What response has been made? ƒ
• What damage has been reported? ƒ
• What is the sequence of events? ƒ
• What time? ƒ
• Was there an advance warning? ƒ
• Where does it take place? ƒ
• What are the relevant weather conditions? ƒ
• What other factors influence emergency procedures? ƒ
• What is predicted for the future?

When you’re ready to write the text of the narrative, just take each of the keywords and turn it into a brief sentence.

Two exercise narratives are provided on the following pages. As you read the narratives, notice where the questions listed above are answered.

Hurricane Anne, considered a very dangerous hurricane with high winds and an accompanying storm surge, will hit the coastal communities along Stevens Bay and farther inland, a population area of between 5,000 and 25,000.

Following the hurricane watch, emergency service personnel notified elected officials and agency heads within the watch area. News media were also alerted and encouraged to broadcast the notice. When the warning of landfall within 24 hours was given, the Emergency Manager placed her staff on alert but did not activate the EOC. She has asked all appropriate emergency service personnel to meet at 07:30, approximately four hours after the warning was given. On its present course, the hurricane will make landfall at approximately 23:30. Flood stage from rising tides and tidal surge could, however, impact bridges by 16:00. All appropriate staff and emergency personnel are now gathered in the EOC.

Notice where these questions are answered in the narrative :

• • What event? ƒ
  • How fast, strong, deep, dangerous? ƒ
  • How did you find out? ƒ
  • What response has been made? ƒ
  • What damage has been reported? ƒ
  • What is the sequence of events? ƒ
  • What time? ƒ
  • Was there an advance warning? ƒ
  • Where does it take place? ƒ
  • What are the relevant weather conditions? ƒ
  • What other factors influence emergency procedures? ƒ
  • What is predicted for the future?

Conditions at your airport are clear, and the surrounding area is dry. A hot, dry wind is blowing from the north.

The main runway lies along a relatively unpopulated suburban area. However, the likelihood of the pilots being able to control the huge plane and stay within the landing space is slim. The approach passes over populated suburban housing developments.

The airport control tower alerts its own Crash/Fire Rescue units and requests that the local emergency services provide backup assistance in fire, police, medical, welfare, and search and rescue capabilities.

Notice where these questions are answered in the narrative :

• • What event? ƒ
  • How fast, strong, deep, dangerous? ƒ
  • How did you find out? ƒ
  • What response has been made? ƒ
  • What damage has been reported? ƒ
  • What is the sequence of events? ƒ
  • What time? ƒ
  • Was there an advance warning? ƒ
  • Where does it take place? ƒ
  • What are the relevant weather conditions? ƒ
  • What other factors influence emergency procedures? ƒ
  • What is predicted for the future?

Evaluators can refer to the MSEL to help determine the times at which specific evaluators should be at certain locations. For discussion-based exercises, the assignment of evaluators depends on the number of players, the organization of the players and discussion, and the exercise objectives.

• Chronological listing that supplements exercise scenario
• Scenario time
• Event synopses
• All injects, including the controller responsible for the inject, as well as all evaluator special instructions
• Intended player (agency or individual player)
• Expected participant responses – when developing storyboards, be sure to add a quick note which clarifies that expected participant responses are what evaluators are evaluating (expected responses vs. actual responses)
• Objectives and core capabilities
• Notes section with special instructions

Advance to the next screen to review an image of the Master Senario Events List (MSEL).

• Contextual injects
• Contingency injects

Prior to StartEx, the mechanisms for introducing injects into exercise play should be tested to ensure that controllers are aware of the procedures for delivering MSEL injects and that any systems that will be used to deliver them are functioning properly.

• Verification: Gather or verify information. ƒ
• Consideration: Consider information, discuss among players, negotiate, consult plan. ƒ
• Deferral: Defer action to later, put action on a priority list. ƒ
• Decision: Deploy or deny resources.

How do you know what actions are appropriate in response to a given event? Refer to the emergency plan.

• The MSEL is the document and an inject is merely a line item on the document.
• ƒWrite messages. Because the point of the exercise is to get the participants to think and react in certain ways, the script must be carefully developed to ensure that the messages get the planned results. Your list of expected actions will enable you to write effective messages. ƒ
• Determine what should be evaluated. The exercise evaluation will focus on whether the participants respond appropriately to an emergency. The list of actions will become the core of that evaluation.

Objective:   Upon notification that a crash is imminent, response units will stage within 3 minutes, according to SOPs.

Event :  Landing of disabled aircraft is imminent.

Expected Actions:  Airport Control Tower: ƒ

• • • Notify police, fire, medical personnel to proceed to the airport. 
    • Alert hospitals of potential mass casualty incident.

                               Dispatch Center: ƒ

• • • Alert police, fire, and medical supervisors.

                               Hospital: ƒ

• • • Notify other medical facilities as appropriate.

                              Crash Fire Rescue: ƒ

• • • Initiate Incident Command System. 
    • Notify dispatch of the command post and staging locations.

Generally speaking, every detailed event results in one or more expected actions from various organizations. When you prepare a list of expected actions: ƒ

• List only those that involve the participating organizations (those identified in the exercise scope and statement of purpose). ƒ
• List expected actions for all exercise participants. (It is not necessary that each detailed event generate responses from all participants.)

An example of a computer-based simulation could include wind damage and storm surge forecasting models developed by the National Oceanic and Atmospheric Administration, which enable simulation of a hurricane’s effects on coastal communities. Modeling and simulation can also be applied in situations where reality cannot be achieved. For example, for safety reasons, a bioterrorism exercise cannot be conducted by releasing a deadly virus into the environment. However, it is still important to exercise the capabilities necessary to respond to this type of scenario. The use of modeling and simulation can realistically replicate variables such as disease propagation, radiation, and chemical attacks.

• Describe the audience and purpose of the key exercise design and development documents.

Security and accessibility are important when developing documentation. Exercise documentation ensures that an accurate account of the exercise is preserved, which allows organizations to leverage past documentation to support future exercises. Consideration should be given to the accessibility of presentations and documents, such as making information available in alternative formats (e.g., large print, compact disc, Braille, and closed captioning).

They are published and distributed to the participating organizations following the development of most of the critical elements of the exercise.

The ExPlan is intended to be seen by the exercise players and observers—therefore, it does not contain detailed scenario information that may reduce the realism of the exercise. Players and observers should review all elements of the ExPlan prior to exercise participation.

Presentations are given at the Start of Exercise (StartEx) and support the SitMan. The presentation should concisely summarize information contained in the written documentation.

Like the SitMan, the multimedia presentation is divided into distinct, chronologically segmented modules that, when combined, create the entire scenario.

This presentation typically contains the following information:

• Introduction
• Exercise scope, objectives, and core capabilities
• Exercise play rules and administrative information
• Modules describing the scenario

It usually outlines instructions and key issues for discussion during the event and provides background information to help the facilitator answer questions from participants or players.

This guide may also include an evaluation section that provides evaluation staff members with guidance and instructions on evaluation or observation methodology to be used as well as essential materials required to execute their specific functions.

• The controller portion of the handbook, also known as the Control Staff Instructions (COSIN), provides guidelines for control and simulation support and establishes a management structure for the activities.
• The evaluator portion of the handbook, sometimes known as the EvalPlan, provides evaluation staff with guidance and instruction on evaluation or observation methodology, as well as essential materials required to perform their specific functions.

The C/E Handbook may be a standalone document or a supplement to the Exercise Plan (ExPlan). When used as a supplement, it points readers to the ExPlan for general exercise information. When used as a standalone document, it should instead include the exercise information. The C/E Handbook may also be broken into separate controller and evaluator versions.

Extent of Play Agreements (XPAs) – XPAs are agreements formed between the exercise sponsor and participating organizations. Specific details of participant involvement are identified, such as, one fire company, with two ambulances for 5 hours. These agreements can be vital to exercise planning, evaluator recruitment, and development of support requirements.

Exercise Evaluation Guides (EEGs) – Exercise Evaluation Guides (EEGs) provide evaluators with a checklist of critical tasks to be completed by participants during an exercise. EEGs contain the information to be discussed by participants, space to record evaluator observations, and questions to consider after the exercise.

Participant feedback form – The participant feedback form should be given to participants during exercise wrap-up. At a minimum, ask participants for feedback on the strengths and opportunities for improvement based on the organization’s plans, policies, SOPs and their impressions on the exercise conduct and logistics.

Waiver forms – All actors should receive a waiver form prior to the exercise. Once signed, these forms waive liability for all exercise planners and participants. Volunteers under the age of 18 must be signed by parental or legal guardian.

Weapons and Safety Policy – All exercises, where applicable, should employ a written weapon and safety policy that is in accordance with all applicable State and/or local laws and regulations. Exercise sponsors should coordinate the application of this policy with the appropriate safety and/or legal department, as necessary.

• Describe the audience and purpose of the key exercise design and development documents.

Key Points

• Comprehensive, organized exercise documentation is critical to ensure an accurate account of the exercise.  
• Exercise Plans, or ExPlans, are provided for operations-based exercises to provide participants with a synopsis of the exercise.
• Multimedia presentations are often used to illustrate the general scenario for participants.
  • This presentation typically contains the following information:
    • Introduction
    • Exercise scope, objectives, and core capabilities
    • Exercise play rules and administrative information
    • Modules describing the scenario
• A Facilitator Guide is designed to help facilitators manage a discussion-based exercise.
• The Controller/Evaluator Handbook (C/E Handbook) is the primary evaluation documentation for the exercise.
• Additional exercise documents include:
  • Extent of Play Agreements (XPAs)
  • Exercise Evaluation Guides (EEGs)
  • Participant feedback form
  • Waiver forms
  • Weapons and Safety Policy

• Define the purpose of exercise enhancements.
• Identify the different types of exercise enhancements.
• Identify considerations to be taken when selecting specific exercise enhancement techniques.

Key Points:

Communications equipment:

• Used to communicate narrative and advance the scenario.
• Used to transmit some of the messages from simulators.
• Should ideally try to transmit messages as you would in a real emergency.

Some visuals are:

• Maps
• Charts
• Status Boards
• Black or white boards
• Chart Paper
• Easels
• Videotapes
• Slides

People and props are used for full-scale exercises.

Enhanced resources have potential considerations and resources.

Potential Resources are:

• Hospitals, Schools and colleges, Business and industry, Chemical Transportation Emergency Center (CHEMTREC), Boy and Girl Scouts, Search and rescue volunteers, Agencies, Railroads, The Salvation Army, Public transportation, Fire departments, Police departments, Chemical companies, Amateur radio clubs, Religious organizations, National Guard/Military, The American Red Cross, and Service organizations.