Franklin County Regional Training and Exercise Strategy
Acknowledgements
i
Franklin County Regional Training and Exercise Strategy
Acknowledgements
i
Table of Contents
I.
Executive Summary ........................................................................................................................... 1-1
II.
Strategy Integration - Local, State & Federal Level ........................................................................... 2-1
III. Strategic Planning Process .................................................................................................................... 3-1
IV. Franklin County Regional Training and Exercise Strategy ................................................................. 4-1
V.
Program Implementation Overview .................................................................................................. 5-1
Appendix A: FCEM&HS Training and Exercise Workgroup ...................................................................... A-1
Appendix B: Planning Scenarios ................................................................................................................B-1
Appendix C: Key Capability Selection Tool ................................................................................................. C-1
Appendix D: Woodbury Scale ................................................................................................................... D-1
Appendix E: Element Descriptions ............................................................................................................. E-1
Appendix F: Sample Survey I Questions..................................................................................................... F-1
Appendix G: SMART Objectives ............................................................................................................... G-1
Appendix H: Training List with Hyperlinks ................................................................................................ H-1
Appendix I: Sample Metrics Tool ................................................................................................................ I-1
Appendix J: Training and Exercise Plan Template...................................................................................... J-1
Appendix K: County EMA & HS Letters of Acceptance and Endorsement................................................ K-1
Appendix L: Acronyms............................................................................................................................... L-1
Appendix M: References ......................................................................................................................... M-1
Franklin County Regional Training and Exercise Strategy
Table of Contents
ii
I.
Executive Summary
Franklin County Emergency Management and
FCEM&HS Mission
Homeland Security (FCEM&HS) is a local
Coordinate and prepare for countygovernment agency in Franklin County, Ohio
wide all-hazards disaster planning,
responsible for coordinating county-wide
community education, warning,
emergency planning, education, warning,
training, grant funding, response and
response and recovery to minimize the affects
of disasters on people and property in the
recovery efforts in order to prepare
county. Specifically, the mission of FCEM&HS
and protect the citizens of Franklin
is to coordinate and prepare for county-wide
County before, during and after
all-hazards disaster planning, community
natural and man-made disasters.
education, warning, training, grant funding,
response and recovery efforts in order to
prepare and protect the citizens of Franklin
County before, during and after natural and man-made disasters. In addition, the agency’s core
competencies include warning systems, Emergency Operations Center, resources, recovery,
training/planning, citizen preparedness, and grants. The development of the Franklin County
Regional Training and Exercise Strategy (Strategy) aligns with the FCEM&HS mission and directly
addresses the core competency of training and planning.
The Strategy is regional in approach and encompasses the counties in the Columbus
Metropolitan Statistical Area (MSA) which include Delaware, Fairfield, Franklin, Licking,
Madison, Morrow, Pickaway, and Union.
FCEM&HS’s focus, through deliberate emphasis on training and exercises, is to improve the
region’s ability to prevent, protect against, respond to and recover from all-hazards. The
purpose of the Strategy is to coordinate county training and exercises, expand regional
collaboration, and more efficiently use Federal, State and local funding and resources in order
to enhance regional preparedness.
The training and exercise strategic planning process is a risk-based and scenario-based
methodology which follows guidelines provided by the United States Department of Homeland
Security (DHS). Franklin County contracted with ARMADA Ltd., an Ohio-based Homeland
Security and Emergency Management company, to facilitate the strategic planning process.
a.
Strategic Planning Process
1. Develop Workgroup
2. Incorporate Risk Assessment
3. Prepare Planning Scenarios
4. Identify “Key” Capabilities
5. Complete Capability Assessment
6. Develop Training & Exercise
Program Goals
7. Identify Program Objectives
8. Develop Metrics & Action Plan
9. Implement & Evaluate
Franklin County Regional Training and Exercise Strategy
Executive Summary
1-1
b. Workgroup and Meeting Summary
The process to write the Strategy began with identifying a multi-jurisdictional, multi-disciplinary
Workgroup. The Training and Exercise Workgroup (Workgroup) consisted of subject matter
experts from twelve disciplines (emergency management, emergency medical services, fire
services, government administrative, HazMat, healthcare, law enforcement, non-governmental
organizations (NGOs), private sector, public health, public safety communications, and public
works). See Appendix A for a list of workgroup members. Input was also solicited from MSA
Emergency Management Directors during quarterly Perimeter/MSA EMA Director meetings.
The Workgroup participated in six meetings between October 2010 and June 2011, and
significantly contributed to the development of the Strategy. Below is a summary of the
strategic planning process which culminated in the Franklin County Regional Training and
Exercise Strategic Plan.
Event
Meeting #1
Between Meeting #1 & #2
Meeting #2
Between Meeting #2 & #3
Meeting #3
Between Meeting #3 & #4
Description
Workgroup developed Program Purpose, Mission and Vision,
reviewed Risk Assessment for Franklin County, and drafted regional
Planning Scenarios.
Workgroup selected the most important target capabilities
associated with three scenarios.
Workgroup agreed to ten (10) key target capabilities for focus of
Strategy.
Workgroup participated in a webinar to help develop a Capability
Assessment/Gap Analysis survey (Survey I). Survey I was issued to
stakeholders in MSA.
Workgroup reviewed the results from Survey I and decided on four
Strategic Goals.
Workgroup assisted in the drafting of the Objectives associated with
each of the four Goals.
Workgroup reviewed and edited draft Strategic Objectives.
Meeting #4
Between Meeting #4 & #5
A second survey (Survey II) was sent to stakeholders to determine
specific training and exercise needs.
Meeting #5
Workgroup provided input on the development and utilization of
Performance Metrics and Action Plans.
Between Meetings #5 & #6
The Workgroup was asked to review the draft Strategy.
Meeting #6
The Workgroup reviewed and approved the final Strategy and
discussed the development of the Program Implementation Plan.
Franklin County Regional Training and Exercise Strategy
Executive Summary
1-2
c.
Planning Scenarios
Planning Scenarios are planning tools for the purpose of illustrating the range of potential
natural, technological and man-made disasters that could impact the MSA. The objective of
planning scenarios is to develop a minimum number of credible scenarios in order to establish
the range of response requirements to facilitate preparedness planning.
Based on review of the Risk Assessment for Franklin County1, the Workgroup developed three
planning scenarios. The scenarios were formatted to be consistent with the National Planning
Scenarios2 and included a scenario for flooding (natural), utility failure (technological) and a
train derailment (terrorism/manmade). (See Appendix B)
The Workgroup then used the Planning Scenarios to identify ten key target capabilities from the
National Target Capabilities List3 to focus the Strategy. The ten key capabilities (Emergency
Operations Center Management, Communications, Emergency Public Information & Warning,
Planning, Citizen Evacuation & Shelter-in-place, Mass Care (Sheltering, Feeding, & Related
Services), Medical Surge, Emergency Public Safety & Security Response, On-site Incident
Management, and Economic & Community Recovery) were used to complete a Capability
Assessment/Gap Analysis for the MSA.
d. Capability Assessment Summary
Figures 1&2 (next page) provide a summary of the capability assessment. Figure 1 shows the
median answer respondents gave when asked to rate their current capability on a 0-10 scale.
After determining their current level of capability, respondents were asked to select the
element(s) of capability (shown in Appendix E) that would fill the gap between their current
capability and desired capability. Figure 2 shows the needs respondents identified to help
achieve their desired level of capability.
1
Franklin County Emergency Management and Homeland Security, Risk Assessment for Franklin County, 2010
https://www.llis.dhs.gov/docdetails/details.do?contentID=13712
3
http://www.fema.gov/pdf/government/training/tcl.pdf
2
Franklin County Regional Training and Exercise Strategy
Executive Summary
1-3
Figures 1&2
e. Strategy Goals
Based on the results of the Capability Assessment/Gap Analysis, the Workgroup discussed goals
for the Strategy and decided on four Strategic Goals.




f.
Goal 1. Focus regional training and exercise planning efforts to reduce identified gaps and
enhance capabilities in the MSA.
Goal 2. Prioritize funding support for training and exercise programs to reduce identified gaps
and enhance capabilities in the MSA.
Goal 3. Develop and promote regional training programs to reduce identified gaps in Key Target
Capabilities, achieve fiscal economies, and enhance capabilities in the MSA.
Goal 4. Focus regional exercises to reduce identified gaps in Key Target Capabilities, achieve
fiscal economies, and enhance capabilities in the MSA.
Strategy Objectives, Metrics and Action Plan
The Goals were used to develop Strategy Objectives. Objectives are detailed statements that
specify how the Goals will be achieved. Using the Strategy Objectives as a basis, Performance
Metrics and Action Plan were developed to provide measurable steps for completing the
Objectives and achieving the Goals. FCEM&HS will utilize the Metrics and Action Plan (as well
as the other components) of the Strategy to implement the regional training and exercise
program.
Franklin County Regional Training and Exercise Strategy
Executive Summary
1-4
g.
Implementation and Evaluation
Program Implementation is the pinnacle of the Strategy.
Developing a successful
Implementation Plan will be the key to transforming the Strategic Goals and Objectives into
measurable tasks and actions. In addition, as FCEM&HS executes implementation, it will review,
evaluate, and update the Strategy over time to ensure that lessons learned and best practices
are developed and incorporated.
Franklin County Regional Training and Exercise Strategy
Executive Summary
1-5
II.
Strategy Integration - Local, State & Federal Level
a.
Local Emergency Management Agencies
Franklin County is part of the Columbus Metropolitan Statistical Area (MSA) which is located in
the geographic center of Ohio. The MSA is home to 1.862 million people dispersed across eight
counties (Delaware, Fairfield, Franklin, Licking, Madison, Morrow, Pickaway, and Union).4 All
counties in the MSA have a local emergency management agency (EMA) as required by Ohio
Revised Code (ORC). ORC 5502.271 states the EMA director has the responsibility for
“coordinating, organizing, administering, and operating emergency management” to include
but not limited to “conducting an annual exercise of the political subdivision’s all-hazards
emergency operations plan”.5 Several counties (including Franklin) are 5502.26 EMAs that
report to a board versus commissioners. All MSA EMA Directors have expressed their support
of coordinating training and exercises regionally. Because each EMA is likely to have their own
training and exercise program, this Strategy is intended to complement existing programs, not
replace them.
b. Risk Assessment for Franklin County
In 2010, FCEM&HS conducted a risk assessment of the possible hazards in the county. The Risk
Assessment for Franklin County identified 16 hazards that Franklin County and the region may
face. The purpose of the Risk Assessment is to provide “the basis for planning and to
implement measures to reduce risks and impacts of disasters by reducing either hazards or
vulnerability or both.”6
Based on the results from the risk assessment, the need was identified to develop a risk-based
training and exercise program. The Franklin County Homeland Security Advisory Committee
awarded FCEM&HS grant funds from the Urban Area Security Initiative (UASI) to develop a
training and exercise program strategy.
c.
Urban Area Security Initiative (UASI)
The development of the Strategy has been incorporated into the UASI’s Urban Area Security
Strategy which was developed for the Columbus Area in March 2010. Specifically Goal 1,
Objective 3 of the Urban Area Security Strategy states: “Franklin County Emergency
Management and Homeland Security will develop a multi-county training and exercise strategy
for the MSA (Delaware, Fairfield, Franklin, Licking, Madison, Morrow, Pickaway and Union
4
http://www.morpc.org/census2010/images/Counties-CMSA-MSA-race.pdf
Ohio Revised Code, Chapter 5502: DEPARTMENT OF PUBLIC SAFETY, 5502.21: Emergency Management
Definitions
6
Risk Assessment for Franklin County, 2010
5
Franklin County Regional Training and Exercise Strategy
Local, State and Federal Regulation
2-1
counties).” Implementation of the Regional Training and Exercise Strategy will accomplish Goal
1, Objective 3 of the Urban Area Security Strategy.
d. Ohio Emergency Management Agency
The Ohio Emergency Management Agency (OEMA) administers grant funded training and
exercises throughout the state. OEMA’s 2010 Training and Exercise Plan7 incorporates training
and exercise needs based on the State’s Hazard Analysis and Risk Assessment, input from the
annual Training and Exercise Planning Workshop (TEPW), National Incident Management
System (NIMS) and After Action Reports/Improvement Plans (AARs/IPs). This Strategy utilizes
similar resources to identify local training and exercise needs. FCEM&HS will work closely with
OEMA training and exercise staff to implement this Strategy, coordinate training and exercise
needs, and ensure grant requirements are met.
e. Ohio Homeland Security
The Ohio Homeland Security Strategy emphasizes the importance of developing training
programs that incorporate traditional and non-traditional response groups. Goal 6, Objective
6.12 of the Ohio Homeland Security Strategy provides direction to “develop and implement a
comprehensive homeland security training program for appropriate stakeholders statewide
including non-traditional response groups, non-governmental organizations and private sector.”
Because it is not realistic to develop a program inclusive of all trainings for all disciplines, this
Strategy focuses on emergency management/homeland security training and exercise needs for
traditional and non-traditional response groups. Input from the twelve disciplines, including
NGOs and private sector representatives, was encouraged. The input provided by stakeholders
was a key contributor during the development of the Goals and Objectives of the Strategy.
f.
National Priorities
From the Federal level, the U.S. Department of Homeland Security (DHS) has identified eight (8)
National Priorities as being instrumental in guiding state and local stakeholders in meeting the
Nation’s most urgent needs. This Strategy directly addresses five of the eight priorities:
National Priority 1 – Expanding Regional Collaboration is one of the main reasons for
developing the Strategy. As homeland security funding declines, it becomes even more
important to use available funding effectively. Coordinating training and exercises
regionally allows for the possibility of having a greater impact on more people with less
7
State of Ohio 2010-2011 Multi-Year Training and Exercise Plan
Franklin County Regional Training and Exercise Strategy
Local, State and Federal Regulation
2-2
funding. In addition to funding, another advantage to regional collaboration is the
opportunity for emergency responders throughout the MSA to train and exercise
together on a more regular basis. This Strategy prioritizes regional training and exercise
needs and encourages greater collaboration at the regional level. A successful outcome
for this Strategy will be when regional collaboration of training and exercises becomes
the rule and not the exception.
National Priority 2 – Implementing the National Incident Management System (NIMS)
and the National Response Framework (NRF) is also an important part of the Strategy.
Survey results suggest NIMS training continues to be a priority in Franklin County and
the region. Therefore, continuing NIMS training is a key component of the
implementation of the regional training and exercise program.
National Priority 5 – Strengthen Interoperable Communications Capabilities is one of
the key Target Capabilities identified in the Strategy. Training and exercises developed
through this program will emphasize building the Communications capability in the
MSA.
National Priority 6 – Strengthen Chemical, Biological, Radiological, Nuclear, and
Explosives (CBRNE) Detection, Response, and Decontamination Capabilities. A
substantial amount of the funding to implement this program will come from the
Homeland Security Grant Program. While this grant has expanded in recent years to
include all hazards, the emphasis continues to be terrorism and, as such, much of the
training and exercises developed through this program will contribute to enhancing
preparedness in this area.
National Priority 7 – Strengthen Medical Surge and Mass Prophylaxis Capabilities in
the MSA. Medical Surge is one of the key Target Capabilities identified in the Strategy.
Training and exercises developed through this program will emphasize Medical Surge
capabilities in the MSA.
g.
Homeland Security Exercise and Evaluation Program
In addition to aligning with national priorities, the Strategy also incorporates standards from
the Homeland Security Exercise and Evaluation Program (HSEEP). All exercises developed
under this Strategy will follow HSEEP processes including exercise planning conferences,
exercise documentation, after action reporting and improvement plans. HSEEP training will be
offered to ensure local departments and agencies have the skills they need to implement the
HSEEP processes effectively.
Franklin County Regional Training and Exercise Strategy
Local, State and Federal Regulation
2-3
h.
Integrated Risk Management
Based on FY11 Homeland Security Grant Program Guidance, DHS continues to focus the bulk of
the State Homeland Security Grant Program (SHSGP) and Urban Area Security Initiatives (UASI)
funding upon risk. 8 The integration of risk management principles into the Regional Training
and Exercise Strategy helps to ensure that the MSA is succeeding in meeting grant
requirements to identify capability and resource gaps and focus capability improvements.9
Specifically, this Strategy addresses training and exercise needs for identified risks in order to
build current capabilities and reduce existing gaps in the MSA.
Risk management is “the process of identifying, analyzing, assessing, and communicating risk
and accepting, avoiding, transferring, or controlling it to an acceptable level considering
associated costs and benefits of any actions taken.”10 Integrated risk management (IRM) can be
defined as the incorporation of risk into strategic and operational decision-making of
jurisdictional CEOs leading to the prioritization of planning, training, exercises, and funding
based on risk. Involvement by local elected officials in this process is critical.
FCEM&HS subscribes to IRM planning and was awarded funding from OEMA to work with
partners from OEMA and the DHS Office of Risk Management Analysis (RMA) to participate in a
pilot program specifically focusing on integrating risk management at the local level. Figure 3
shows the process used by FCEM&HS to integrate risk into local planning, training, exercises,
and funding. As Figure 3 depicts, FCEM&HS uses their risks to identify needed capabilities and
determine gaps in the MSA. Planning, training, exercises, and funding are the key components
to building capabilities and reducing/eliminating gaps. Representatives from RMA reviewed
and provided input into the risk methodology and the training and exercise strategic planning
process.
8
9
FY11 Homeland Security Grant Program Guidance and Application Kit, Section I, May, 2011, page 3
FY11 Homeland Security Grant Program Guidance and Application Kit, Section I, May, 2011, page 4
10
nd
DHS Risk Lexicon, 2 Edition, 2010
Franklin County Regional Training and Exercise Strategy
Local, State and Federal Regulation
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Figure 3
Franklin County Regional Training and Exercise Strategy
Local, State and Federal Regulation
2-5
III. Strategic Planning Process
a.
Strategic Planning Overview
“Strategic planning sets the context and
expectations for operations planning, while
operational planning provides the framework for
tactical-level plans and operations. . . All three types
of planning occur at all levels of government.” 11
Tactical plans focus on managing personnel,
equipment, and resources that play a direct role in an
incident response.
Figure 4
Figure 4
Operational plans provide a description of roles and
responsibilities, tasks, integration, and actions required of a jurisdiction or its departments and
agencies during emergencies.
Strategic plans describe how to meet emergency management or homeland security
responsibilities over a period of time, usually three to five years.
Law enforcement, fire departments, and other first responder agencies are very familiar with
developing and using tactical plans and procedures. Traditionally, emergency management has
focused planning efforts at the operational level to help support tactical response. Given the
current environment of limited staffing and decreased funding, strategic planning becomes
important for determining program priorities, allocating limited resources, and setting the longterm direction for emergency management and homeland security. Specifically, this Strategy
provides a three-five year road map for determining training and exercise priorities, allocating
funding, and setting direction for emergency management/homeland security training and
exercise needs in the MSA.
11
Comprehensive Preparedness Guide (CPG) 101, Version 2, November, 2010
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-1
b. The Strategic Planning Process
The Strategy was developed using homeland
security strategic planning guidance.12 The
homeland security strategic planning process is
a risk-based, scenario-based and capabilitiesbased methodology which follows guidelines
provided by DHS. FCEM&HS contracted with
ARMADA Ltd, an Ohio based Homeland
Security
and
Emergency
Management
Company, to facilitate the homeland security
strategic planning process.
Strategic Planning Process
Develop Workgroup
Incorporate Risk Assessment
Prepare Planning Scenarios
Identify “Key” Capabilities
Complete Capability Assessment
Develop Training & Exercise
Program Goals
7. Identify Program Objectives
8. Develop Metrics & Action Plan
9. Implement & Evaluate
1.
2.
3.
4.
5.
6.
The process to write the Strategy began with identifying a multi-jurisdictional, multi-disciplinary
Workgroup. The Training and Exercise Workgroup (Workgroup) consisted of subject matter
experts from twelve disciplines (emergency management, emergency medical services, fire
services, government administrative, HazMat, healthcare, law enforcement, non-governmental
organizations (NGOs), private sector, public health, public safety communications, and public
works).
The purpose of the workgroup was to:
 Provide a multi-discipline approach to the training & exercise program
 Provide input on products developed for stakeholder engagement
 Utilize the strategic planning process to develop a written strategy for implementing the
training and exercise program
The Workgroup met six times between October 2010 and June 2011 and significantly
contributed to the development of the Strategy. Below is a summary of the strategic planning
process which culminated in the final Franklin County Regional Training and Exercise Strategy.
Meeting #1: The Workgroup discussed the Program Mission and Vision and reviewed the
strategic planning process. During meeting #1, the Workgroup also reviewed the Risk
Assessment for Franklin County and identified three planning scenarios that could impact the
region. The scenarios were based in the National Planning Scenarios and included a scenario
12
Adapted from Homeland Security Presidential Directive 8
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-2
for flooding (natural), utility failure (technological) and a train derailment
(terrorism/manmade). The planning scenarios incorporate five (5) of the hazards identified in
the Risk Assessment for Franklin County. (See Appendix B)
Mission: The Franklin County Emergency Management and Homeland Security Training and
Exercise Program will coordinate county training and exercises, expand regional
collaboration, and more efficiently use Federal, State and local funding and resources in
order to enhance regional preparedness for all hazards.
Vision: The Franklin County Emergency Management and Homeland Security Training and
Exercise Program will be a center of excellence and inclusiveness that will foster a
synergistic regional approach to planning, training, and exercise preparedness.
Between Meetings #1 and #2, the Workgroup was issued a Key Capability Selection Tool
(Appendix C) consisting of the 37 target capabilities from the DHS Target Capabilities List (TCL).
The Workgroup used this tool to select the most important target capabilities associated with
the three drafted scenarios.
Meeting #2: The Workgroup discussed the results of the key capability evaluation and selected
ten key target capabilities:
Key Target Capabilities Assessed
Common Mission Area
 Planning
 Communications
Response Mission Area
 Emergency Operations Center Management
 Emergency Public Information & Warning
 Citizen Evacuation & Shelter-in-place
 Mass Care (Sheltering, Feeding, & Related Services)
 Medical Surge
 Emergency Public Safety & Security Response
 On-site Incident Management
Recovery Mission Area
 Economic & Community Recovery
Franklin County Regional Training and Exercise Strategy
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Between Meetings #2 and #3, the Workgroup participated in a webinar to help develop a
capability assessment/gap analysis survey (Survey I) which focused on the ten previously
identified key capabilities.
Survey I consisted of a two-part question for each of the ten identified key capabilities. The
first part of each question asked respondents to rate their current level of capability based on
critical tasks identified in the DHS Target Capabilities Lists. To ensure a consistent methodology
for rating the key capabilities was utilized, respondents were asked to rate their current
capability on a Woodbury scale of 0-10, with 10 being the desired end state (see Appendix D for
the Woodbury Scale).
The second part of each question asked respondents to identify factors that were causing the
gaps or shortfalls. These factors were captured using the elements of capability specified by the
National Preparedness Guidelines. To help ensure continuity of the answers across the
respondents, the respondents were provided with the definitions of DHS’s published elements
of capability (shown in Appendix E). The respondents were asked to select the element(s) of
capability that would help move their individual organization’s current capability toward their
desired capability level (e.g. score of 10). The elements of capability provided as options were
(1) planning, (2) organization and leadership, (3) personnel, (4) equipment and systems, (5)
training, and (6) exercises, evaluations, and corrective actions. (See Appendix F for sample
survey questions.)
The anticipated benefits of the capability assessment/gap analysis included the opportunity for
local personnel to participate in a systematic means for assessing the weaknesses of the
region’s ability to prevent, protect against, respond to and recover from all-hazard incidents.
The capability assessment/gap analysis was used to identify the contributing factors that should
be addressed to close the gaps between current and desired capability levels.
On January 11, 2011, Survey I was sent to approximately 250 stakeholders throughout the MSA.
The stakeholders who received the survey were representative of twelve disciplines
(emergency management, emergency medical services, fire services, government
administrative, HazMat, healthcare, law enforcement, non-governmental organizations (NGOs),
private sector, public health, public safety communications, and public works). The survey was
open for approximately two weeks with responses due on January 21, 2011.
Meeting #3: The Workgroup reviewed the results from Survey I. Based on Survey I results, the
Workgroup discussed Goals for the Strategy. Strategic Goals are short, general in nature, and
encompass topics important to achieving the program vision. As previously discussed, the
vision of the training and exercise program is to be a center of excellence and inclusiveness
Franklin County Regional Training and Exercise Strategy
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3-4
that will foster a synergistic regional approach to planning, training, and exercise
preparedness. Based on this vision, the ten key target capabilities, and the results of the
capability assessment, the Workgroup developed four Strategic Goals:




Goal 1. Focus regional training and exercise planning efforts to reduce identified gaps and
enhance capabilities in the MSA.
Goal 2. Prioritize funding support for training and exercise programs to reduce identified gaps
and enhance capabilities in the MSA.
Goal 3. Develop and promote regional training programs to reduce identified gaps in Key Target
Capabilities, achieve fiscal economies, and enhance capabilities in the MSA.
Goal 4. Focus regional exercises to reduce identified gaps in Key Target Capabilities, achieve
fiscal economies, and enhance capabilities in the MSA.
Goal 1 focuses on the planning and administrative efforts needed to develop the program,
including but not limited to, establishing a regional training and exercise committee, developing
an on-line tracking tool, and holding an annual Training and Exercise Planning Workshop. Goal
2 focuses on coordinating and monitoring funding for training and exercises. Goal 3 and 4
emphasize the importance of implementing training and exercises in the MSA to reduce gaps
and enhance capabilities.
Between Meetings #3 and #4, the Workgroup assisted in the drafting of the Objectives
associated with each of the four Goals. “Goals are not specific enough to be measured
separately, but rather the accomplishment of the Goal is only realized upon the accomplishment
of each and all supporting Strategic Objectives.”13 Strategic Objectives are detailed statements
that specify how the Goals will be achieved.
Meeting #4: The Workgroup reviewed and edited draft Strategic Objectives. All Objectives
were based on the SMART (Specific, Measurable, Achievable, Results-Oriented and Time
Specific) criteria. (Appendix G)
Between Meetings #4 and #5 FCEM&HS, with support from the consulting team, MSA county
EMA Directors, and subject matter experts in the MSA, researched and compiled emergency
management and homeland security training courses, that if made available to stakeholders,
could reduce identified training gaps relevant to the ten key target capabilities. The initial list of
training courses was vetted by stakeholders representing the twelve disciplines. The key
stakeholders added to and fine tuned the initial list of training courses to produce a “final” list
(Appendix H). Following the development of the final list of training courses, a second survey
13
Meyers, Berri K., Strategic Planning: Clean up in Aisle 4!, 2009
Franklin County Regional Training and Exercise Strategy
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(Survey II) was created. Survey II was sent on March 31, 2011 to more than 400 stakeholders.
Stakeholders included those who participated in the first survey, entities outlined on
FCEM&HS’s training and exercise distribution list as well as organizations that are likely to
participate in the regional training and exercise program. All counties and disciplines
completed Survey II and the results were then used to develop the Metrics and Action Plans.
Note: The Workgroup and consulting team considered a number of limitations as data from
Survey I and II were being analyzed. The survey limitations that were considered included:
 Small sample size.
 The ranking of capability strengths was self-reported, meaning the responses may be
inflated.
 The number of responses from each discipline varied so results may or may not be
representative of a given discipline.
 For some capabilities (Medical Surge and Emergency Public Safety and Security),
respondents of a given discipline selected “not applicable” and therefore the quantity of
data was mathematically insignificant and could not be measured.
 The survey was an on-line format and sent via email, which may have discouraged some
participation.
Meeting #5: The Workgroup provided input on the development and use of Performance
Metrics and Action Plans. Performance Metrics allow for a visual representation of the
progress toward achieving Strategic Goals and Objectives. Metrics include an Action Plan
which identifies who, what, when, and how the Objectives will be accomplished. An Action
Plan is prepared for each objective and outlines key steps that must be taken to accomplish the
objective.
Between Meetings #5 and #6 the Workgroup was asked to review the draft Strategy. The
Strategy was provided to the MSA EMA Directors for their review and input.
Meeting #6: The Workgroup provided final input on the Strategy as well as discussed the
development of the Program Implementation Plan.
c.
Survey I: Capabilty Assessment/Gap Analysis Findings
The following section provides a written and visual depiction of Survey I results. For each key
target capability measured, the findings include: a definition of the target capability assessed;
the median response of the current level of capability; a description of the level of capability
Franklin County Regional Training and Exercise Strategy
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based on the Woodbury scale; and key takeaways based on the survey results. For each
capability, the data is also depicted in two charts. The chart on the left shows how each
discipline rated their ability for that capability. The chart on the right summarizes the needs
respondents identified for improving the capability. Given the limitations of survey data, the
findings should not necessarily direct decisions regarding training and exercises but rather
provide guidance to decision-makers as they develop the training and exercise program for the
MSA.
The legend below shows the color for each discipline depicted in the charts on the following
pages.
Emergency Management/Homeland Security (EMA)
Law Enforcement
Fire/EMS/Hazmat
Public Health
Health Care
Public Safety Communications
Governmental/Administrative
Non-Government Organizations (NGOs)
Franklin County Regional Training and Exercise Strategy
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3-7
Emergency Operations Center
Emergency Operations Center (EOC) Management is the capability to provide multi-agency coordination (MAC) for incident management by
activating and operating an EOC for a pre-planned or no-notice event. EOC management includes EOC activation, notification, staffing, and
deactivation; management, direction, control, and coordination of response and recovery activities; coordination of efforts among neighboring
governments at each level and among local, regional, State, and Federal EOCs; coordination of public information and warning; and maintenance of
the information and communication necessary for coordinating response and recovery activities.
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response:
8.75
Woodbury Definition: Based on the Woodbury Scale, respondents rated their level of capability for Emergency Operations Center with few gaps or
barriers remaining and ready to train and exercise.
Key Takeaways:
•
•
•
Regionally, disciplines clearly identified training and exercises to fill the gap between their current capability level and desired end state.
When data was analyzed by jurisdiction size, it indicated that smaller jurisdictions had a greater need for training in this capability.
Non-traditional response disciplines ranked this capability lower than traditional responders.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-8
Communications
Communications is the fundamental capability within disciplines and jurisdictions that practitioners need to perform the most routine and basic
elements of their job functions. Agencies must be operable, meaning they must have sufficient wireless communications to meet their everyday
internal and emergency communication requirements before they place value on being interoperable, i.e., able to work with other agencies.
Communications interoperability is the ability of public safety agencies (police, fire, EMS) and service agencies (public works, transportation,
hospitals, etc.) to talk within and across agencies and jurisdictions via radio and associated communications systems, exchanging voice, data and/or
video with one another on demand, in real time, when needed, and when authorized. It is essential that public safety has the intra-agency
operability it needs, and that it builds its systems toward interoperability.
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response:
8.00
Woodbury Definition: Based on the Woodbury Scale, respondents rated their level of capability for Communication as few gaps or barriers
remaining and ready to train and exercise.
Key Takeaways:
• Public Health did not rate their Communication capability as high as other disciplines.
• EMA/HS, Fire/EMS/Hazmat, Public Health, and Health Care identified exercises most often as a need for this capability.
• Respondents selected Training and Exercises as the greatest needs for this capability.
• In addition to training and exercise needs, equipment was also identified to fill gaps in communication.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-9
Emergency Public Information & Warning
The Emergency Public Information and Warning capability includes public information, alert/warning and notification. It involves developing,
coordinating, and disseminating information to the public, coordinating officials, and incident management and responders across all jurisdictions
and disciplines effectively under all hazard conditions.
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response:
8.00
Woodbury Definition: Based on the Woodbury Scale, respondents rated their level of capability for Emergency Public Information & Warning as
having few gaps or barriers remaining and ready to train and exercise.
Key Takeaways:
• EMA/HS, Fire/EMS/HazMat, and Health Care rated this capability lower than other disciplines.
• Collectively respondents rated their ability “to disseminate guidance to the public regarding appropriate donation methods and volunteer
activities” lower than other aspects of Public Information and Warning.
• Overall, disciplines identified Training and Exercise needs most often to fill the gap between their current capability and desired end
state.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-10
Planning
Planning is the mechanism through which Federal, State, local and tribal governments, non-governmental organizations (NGOs), and the private
sector develop, validate, and maintain plans, policies, and procedures describing how they will prioritize, coordinate, manage, and support
personnel, information, equipment, and resources to prevent, protect and mitigate against, respond to, and recover from Catastrophic events.
Preparedness plans are drafted by a litany of organizations, agencies, and/or departments at all levels of government and within the private sector.
Preparedness plans are not limited to those plans drafted by emergency management planners. The planning capability sets forth many of the
activities and tasks undertaken by an Emergency Management planner when drafting (or updating) emergency management (preparedness) plans.
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response:
8.25
Woodbury Definition: Based on the Woodbury Scale, respondents rated their level of capability for Planning as having few gaps or barriers
remaining and ready to train and exercise.
Key Takeaways:
• The capability for Planning is highly rated across all disciplines.
• Training and exercises identified as greatest need to fill gaps between current capability and desired end state.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-11
Citizen Evacuation & Shelter-in-Place
Citizen evacuation and shelter-in-place is the capability to prepare for, ensure communication of, and immediately execute the safe and effective
sheltering-in-place of an at-risk population (and companion animals), and/or the organized and managed evacuation of the at-risk population (and
companion animals) to areas of safe refuge in response to a potentially or actually dangerous environment. In addition, this capability involves the
safe reentry of the population where feasible.
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
Military
0
Capability Elements
Woodbury Median Response: 6.25
Woodbury Definition: Based on the Woodbury Scale, respondents rated Citizen Evacuation & Shelter-in-Place being at the level where progress
toward the capability has been made but additional gaps and barriers remain.
Key Takeaways:
• Citizen Evacuation & Shelter-in-Place tied with Economic and Community Recovery as the lowest rated capability.
• EMA/HS rated this capability the lowest among the capabilities they responded to.
• Collectively, respondents identified planning as the greatest need for this capability, followed by training and exercises.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-12
Mass Care
Mass Care is the capability to provide immediate shelter, feeding centers, basic first aid, bulk distribution of needed items, and related services to
persons affected by a large-scale incident. Mass Care is usually provided by NGOs, such as the American Red Cross, or by local government. The
capability also provides for companion animal care/handling through local government and appropriate animal-related organizations.
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response: 7.375
Woodbury Definition: Based on the Woodbury Scale, respondents determined the level of capability for Mass Care to be stable but gaps and
barriers still remain between their current and desired state.
Key Takeaways:
•
•
•
Highly rated by NGOs. Other disciplines rated this capability lower or “not applicable”.
Public health rated Mass Care lowest among the capabilities they responded to.
Multiple disciplines identified all needs (planning, leadership/organization, equipment, training and exercises) as needing to be addressed to
improve gaps.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-13
Medical Surge
Medical Surge is the capability to rapidly expand the capacity of the existing healthcare system (long-term care facilities, community health
agencies, acute care facilities, alternate care facilities and public health departments) in order to provide triage and subsequent medical care. This
includes providing definitive care to individuals at the appropriate clinical level of care, within sufficient time to achieve recovery and minimize
medical complications. The capability applies to an event that results in increased need of personnel (clinical and non-clinical), support functions
(laboratories and radiological), physical space (beds, alternate care facilities) and logistical support (clinical and non-clinical equipment and
supplies).
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response:
7.25
Woodbury Definition: Based on the Woodbury Scale, respondents determined the level of capability for Medical Surge to be stable but gaps and
barriers still remain between their current and desired state.
Key Takeaways:
• Fire/EMS/Hazmat rated this capability lower than other capabilities they responded to.
• EMA/HS and NGOs did not provide measurable responses for this capability.
• Collectively respondents rated their ability “to augment normal operations with alternative care sites/facilities, healthcare workers, and
volunteers in response to mass casualty incidents” lower than other aspects of this capability.
• Fire/EMS/Hazmat and Health Care identified training and exercises as needs for this capability. Other disciplines most often selected “not
applicable” for this capability.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-14
Emergency Public Safety & Security
Emergency Public Safety and Security Response is the capability to reduce the impact and consequences of an incident or major event by securing
the affected area, including crime/incident scene preservation issues as appropriate, safely diverting the public from hazards, providing security
support to other response operations and properties, and sustaining operations from response through recovery. Public Safety and Security
Response requires coordination among officials from law enforcement, fire, and emergency medical services (EMS).
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response:
9.00
Woodbury Definition: Based on the Woodbury Scale, Emergency Public Safety & Security was rated at the level to be ready to train and exercise.
Key Takeaways:
• Health Care rated this capability lower compared to other disciplines.
• Several disciplines marked “not applicable” or did not provide sufficient data to analyze for this capability.
• Law enforcement and Fire/EMS/HazMat identified the most needs (personnel, equipment, training, and exercises) for this capability.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-15
On-Site Incident Management
Onsite Incident Management is the capability to effectively direct and control incident activities by using the Incident Command System (ICS)
consistent with the National Incident Management System (NIMS).
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response:
9.00
Woodbury Definition: Based on the Woodbury Scale, respondents identified the level of capability for On-Site Incident Management to be in the
process of training and exercising.
Key Takeaways:
•
•
•
Public Health marked this capability lower than other disciplines.
Collectively respondents rated their ability to “implement demobilization plans and transition incident command to recovery management”
lower than other aspects of this capability.
All disciplines identified training and exercises as greatest need to fill the gaps for On-Site Incident Management.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-16
Economic & Community Recovery
Economic and Community Recovery is the capability to implement short- and long-term recovery and mitigation processes after an incident. This
will include identifying the extent of damage caused by an incident, conducting thorough post-event assessments and determining and providing
the support needed for recovery and restoration activities to minimize future loss from a similar event.
Regional Needs Identified
Accumulative Responses by Discipline
40
30
EMA/HS
20
Law Enforcement
Fire/EMS/HazMat
Public Health
Health Care/Hospital
10
Public Safety Communications
Governmental/Administrative
NGOs
0
Capability Elements
Woodbury Median Response: 6.25
Woodbury Definition: Based on the Woodbury Scale, progress has been made toward this capability but additional gaps and barriers remain.
Key Takeaways:
• Of the capabilities assessed, Economic and Community Recovery has lowest median rating (tied with Citizen Evacuation & Shelter-in-Place).
• Collectively respondents rated their department/jurisdiction/agency low for having “developed recovery plans and necessary resources to
establish and implement long term recovery goals”.
• Planning, Training and Exercises were identified as greatest need.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-17
d.
Survey I: Capability Assessment/Gap Analysis Summary
The following charts provide a summary of the findings for Survey I, Capability Assessment/Gap
Analysis. As depicted in the “Current Level of Capability” chart, respondents rated many of the
surveyed capabilities high (8-9), indicating the entity is ready to engage in training and
exercises. The “Regional Needs Identified” chart supports the high capability ratings by
representing that respondents most often selected the “training” and “exercise” as the
elements of capability that would most likely improve their current capability. For those
capabilities that were rated lower by respondents (Citizen Evacuation, Mass Care, Medical
Surge, and Economic and Community Recovery), Strategic Objectives were developed to
provide training and exercises focused on improving those capabilities.
e. Survey II: Training and Exercise Needs Findings
Survey II supported the capability assessment/gap analysis by determining specific training and
exercise needs in the MSA. Training was prioritized for the following key capabilities:
Emergency Operations Center Management, Emergency Public Information & Warning, On-site
Incident Management, and Economic & Community Recovery. Exercise needs identified
included: Communications, On-site Incident Management, Medical Surge, Emergency
Operations Center Management, Emergency Public Safety & Security Response, Emergency
Public Information & Warning, and Citizen Evacuation & Shelter in Place.
Franklin County Regional Training and Exercise Strategy
Strategic Planning Process
3-18
IV.
Franklin County Regional Training and Exercise Strategy
a. Strategy Mission & Vision
Mission
The Franklin County Emergency Management and Homeland Security Training and Exercise
Program will coordinate county training and exercises, expand regional collaboration, and more
efficiently use Federal, State and local funding and resources in order to enhance regional
preparedness for all hazards.
Vision
The Franklin County Emergency Management and Homeland Security Training and Exercise
Program will be a center of excellence and inclusiveness that will foster a synergistic regional
approach to planning, training, and exercise preparedness.
b. Strategic Goals and Objectives
Goal 1. Focus regional training and exercise planning efforts to reduce identified gaps and
enhance capabilities in the MSA.



Objective 1.1 By October 2011, the MSA Emergency Management/Homeland Security
county directors will organize a regional, multi-disciplinary training and exercise
planning advisory committee (RTEC) to coordinate strategy implementation.
Objective 1.2 By December 2012, FCEM&HS, in partnership with the RTEC, will research
and deploy a regional web-based training and exercise tracking tool/portal for partners
in the MSA to catalog, coordinate, de-conflict, and archive training and exercise
information throughout the region.
Objective 1.3 FCEM&HS will hold an annual Training and Exercise Planning Workshop for
the MSA to identify training and exercise needs and to review and produce an updated
Training and Exercise Plan.
Goal 2. Prioritize funding support for training and exercise programs to reduce identified gaps
and enhance capabilities in the MSA.

Objective 2.1 By June 2012, and annually thereafter, FCEM&HS, in partnership with the
RTEC, will research current and potential grants and funding options and consolidate
them into a resource document for the MSA Emergency Management/Homeland
Security county directors.
Franklin County Regional Training and Exercise Strategy
Franklin County Regional Training and Exercise Strategy
4-1


Objective 2.2 By June 2012, FCEM&HS, in partnership with the RTEC, will develop
written recommendations for allocating available training and exercise funds to
identified risks, capabilities and gaps.
Objective 2.3 By October 2012, FCEM&HS in partnership with the RTEC, will develop
budgeting tools for jurisdictions and departments to use when budgeting for yearly
training and exercises, and will offer an annual workshop to educate jurisdictions and
departments on exercise costs and staffing & back-fill requirements.
Goal 3. Develop and promote regional training programs to reduce identified gaps in Key
Target Capabilities, to achieve fiscal economies, and enhance capabilities in the MSA.





Objective 3.1 By December 2014, FCEM&HS, in partnership with RTEC, will sponsor,
promote, and complete at least six (6) Emergency Operations Center trainings within
the MSA, with an emphasis on smaller jurisdictions and non-traditional response
partners.
Objective 3.2 By December 2013, FCEM&HS, in partnership with RTEC, will sponsor,
promote, and complete at least three (3) Public Information and Warning training
opportunities within the MSA.
Objective 3.3 FCEM&HS, in partnership with RTEC, will research and develop a list of
available educational and training opportunities for Planning in each of the three areas:
Citizen Evacuation & Shelter-in-Place, Mass Care, and Economic & Community Recovery
Planning and, by June 2013, FCEM&HS will hold at least one training for each of these
capabilities (three trainings total).
Objective 3.4 FCEM&HS, in partnership with RTEC, will research and develop a list of
training opportunities for the key target capabilities identified in the Training and
Exercise Strategy (e.g. Public Safety & Security and On-Site Incident Management) and,
by December 2014, FCEM&HS will increase the number of trainings (based on identified
risks and current capabilities and gaps) for the MSA by 25%.
Objective 3.5 FCEM&HS will actively monitor training that is being offered within the
MSA, will post applicable trainings on the FCEM&HS training and exercise portal on a
monthly basis, and by December 31st of each year present a “Training Summary Report”
to the RTEC.
Franklin County Regional Training and Exercise Strategy
Franklin County Regional Training and Exercise Strategy
4-2
Goal 4. Focus regional exercises to reduce identified gaps in Key Target Capabilities, to
achieve fiscal economies, and enhance capabilities in the MSA.


Objective 4.1 By December 2014, FCEM&HS, in partnership with RTEC, will coordinate
with traditional and non-traditional response partners in the MSA to sponsor, promote,
and host at least three (3) HSEEP compliant exercises to test the key target capabilities
identified in the Training and Exercise Strategy with an emphasis on Communication,
Medical Surge, and On-Site Incident Management.
Objective 4.2 FCEM&HS will actively monitor exercises within the MSA, will post
applicable exercises on the FCEM&HS training and exercise portal on a monthly basis,
and by December 31st of each year present an “Exercise Summary Report” to the RTEC.
Franklin County Regional Training and Exercise Strategy
Franklin County Regional Training and Exercise Strategy
4-3
c. Metrics & Action Plan
Metrics are a way to measure the progress of achieving Strategic Goals and Objectives. Metrics usually contain numerous measurements. The Metrics and Action Plan for this
Strategy, (below) includes the following measures: (1) steps for achieving the Objectives, (2) target completion dates, and (3) tracking percentage of completion. These
measures will be used to monitor the completion of the identified Goals and Objectives and ensure successful implementation of the Strategy. The table and chart, shown in
Appendix I, depict a sample Metrics tool that can be used as implementation progresses.
Goal 1. Focus regional training and exercise planning efforts to reduce identified gaps and enhance capabilities in the MSA.
Objectives
Action Plan
Step 1: Meet with county directors
Objective 1.1 By October 2011, the MSA Emergency O 1.1
Management/Homeland Security county directors will
O 1.1 Step 2: Identify RTEC committee members
organize a regional, multi-disciplinary training and
exercise planning advisory committee (RTEC) to
O 1.1 Step 3: Send meeting invite
coordinate strategy implementation.
Objective 1.2 By December 2012, FCEM&HS, in
partnership with the RTEC, will research and deploy
a regional web-based training and exercise tracking
tool/portal for partners in the MSA to catalog,
coordinate, de-conflict, and archive training and
exercise information throughout the region.
2011
Q1
Q2
2012
Q3
Q4
Q1
Q2
2013
Q3
Q4
Q1
Q2
2014
Q3
Q4
Q1
Q2
Q3
Q4
Percent
Completion
7/31/2011
8/15/2011
9/15/2011
O 1.1
Step 4: Hold first meeting
10/15/2011
O 1.2
Step 1: Establish design sub-committee
11/15/2011
O 1.2
Step 2: Research best practices
12/31/2011
O 1.2
Step 3: Identify SME to develop tool
O 1.2
Step 4: Develop beta online tool
7/15/2012
O 1.2
Step 5: Develop protocols for using the tracking tool
8/15/2012
O 1.2
Step 6: Test beta tool
9/15/2012
O 1.2
Step 7: Data entry
O 1.2
Step 8: Roll out online tool
O 1.3
O 1.3
Step 1: Hold first annual regional TEPW
Step 2: Use Strategy template to develop Regional T&E Plan &
Calendar
O 1.3
Step 3: Send annual survey to prepare for TEPW
O 1.3
Step 4: Hold annual regional TEPW
0%
1/31/2012
11/15/2012
0%
12/1/2012
11/1/2011
12/31/2011
8/30/2012
Objective 1.3 FCEM&HS will hold an annual Training
O 1.3 Step 5: Update T&E Plan & Calendar
and Exercise Planning Workshop for the MSA to
O 1.3 Step 6: Send annual survey to prepare for TEPW
identify training and exercise needs and to review
and produce an updated Training and Exercise Plan. O 1.3 Step 7: Hold annual regional TEPW
11/1/2012
12/31/2012
8/30/2013
11/1/2013
O 1.3
Step 8: Update T&E Plan & Calendar
O 1.3
Step 9: Send annual survey to prepare for TEPW
O 1.3
Step 10: Hold annual regional TEPW
11/1/2014
O 1.3
Step 11: Update T&E Plan & Calendar
12/31/2014
Franklin County Regional Training and Exercise Strategy
Franklin County Regional Training and Exercise Strategy
12/31/2013
8/30/2014
4-4
0%
Goal 2. Prioritize funding support for training and exercise programs to reduce identified gaps and enhance capabilities in the MSA.
Action Plan
Objectives
Objective 2.1 By December 2011, FCEM&HS, in
partnership with the RTEC, will research current and
potential grants and funding options and consolidate
them into a resource document for the MSA Emergency
Management/Homeland Security county directors.
FCEM&HS will continuously monitor state and federal
funding sources and provide annual updates to county
directors.
Objective 2.2 By June 2012, FCEM&HS, in
partnership with the RTEC, will develop written
recommendations that tie available training and
exercise funds to identified risks, capabilities and
gaps.
O 2.1 Step 1: Establish RTEC funding sub-committee
2011
Q1
Q2
2012
Q3
Q4
Q1
Q2
2013
Q3
Q4
Q1
Q2
2014
Q3
12/31/2012
Step 3: Develop funding resource report & distribute to EMA
O 2.1 directors
12/31/2012
Step 4: Monitor funding sources, update, and distribute report
O 2.1 annually
O 2.2 Step 3: Review draft with stakeholders
O 2.2 Step 4: Finalize recommendations & distribute
Step 5: Review regional risks, capabilities and gaps, update, and
O 2.2 distribute recommendations annually
Step 6: Review regional risks, capabilities and gaps and update,
O 2.2 and distribute recommendations annually
O 2.3 Step 1: Hold RTEC Funding Sub-Committee mtg
O 2.3 Step 2: Research best practices
Step 3: Develop draft guidance/toolkit
Objective 2.3 By October 2012, FCEM&HS in
O 2.3
partnership with the RTEC, will develop budgeting
O 2.3
tools for jurisdictions and departments to utilize when
O 2.3
budgeting for yearly training and exercises, and offer
O 2.3
an annual workshop to educate jurisdictions and
O 2.3
departments on exercise costs and staffing and backO 2.3
fill requirements.
Q1
Q2
Q3
Q4
Percent
Completion
12/31/2014
0%
10/31/2011
O 2.1 Step 2: Research grant/funding options
Step 5: Monitor funding sources, update, and distribute report
O 2.1 annually
Step 1: Review funding resource report & research other
O 2.2 necessary data
O 2.2 Step 2: Draft recommendations
Q4
12/31/2013
1/31/2012
4/15/2012
5/15/2012
6/30/2012
6/30/2013
0%
6/30/2014
1/31/2012
2/28/2012
6/30/2012
Step 4: Review with stakeholders
8/1/2012
Step 5: Finalize budgeting guidance/toolkit
9/15/2012
Step 6: Hold annual budget workshop
Step 7: Review and update budget guidance/toolkit as necessary
Step 8: Hold annual budget workshop
O 2.3 Step 9: Review and update budget guidance/toolkit as necessary
O 2.3 Step 10: Hold annual budget workshop
Franklin County Regional Training and Exercise Strategy
Franklin County Regional Training and Exercise Strategy
10/31/2012
9/15/2013
10/31/2013
9/15/2014
10/31/2014
4-5
0%
Goal 3. Develop and promote regional training programs to reduce identified gaps in Key Target Capabilities, to achieve fiscal economies, and enhance capabilities in the MSA.
Action Plan
Objectives
Objective 3.1 By December 2014, FCEM&HS, in
partnership with RTEC, will sponsor, promote, and
complete at least six (6) Emergency Operations
Center trainings within the MSA, with an emphasis on
smaller jurisdictions and non-traditional response
partners.
Objective 3.2 By December 2013, FCEM&HS, in
partnership with RTEC, will sponsor, promote, and
complete at least three (3) Public Information and
Warning training opportunities within the MSA.
2011
Q1
Q2
2012
Q3
Q4
Q1
Q2
2013
Q3
Q4
Q1
Q2
2014
Q3
Q4
Q1
Q2
O 3.1
Step 1: Establish RTEC training sub-committee
O 3.1
Step 2: Research available EOC trainings
1/31/2012
O 3.1
Sstep 3: Secure funding for training annually if needed
1/31/2012
O 3.1
Step 4: Develop local EOC training(s) as needed
3/31/2012
O 3.1
Step 5: Identify county to host training
4/15/2012
O 3.1
Step 6: Schedule, advertise, and prep for upcoming EOC Training
5/31/2012
O 3.1
Step 7: Host EOC training
6/30/2012
O 3.1
Step 8: Identify county to host training
O 3.1
Step 9: Schedule, advertise, and prep for upcoming EOC Training
10/31/2012
O 3.1
Step 10: Host EOC training
12/31/2012
O 3.1
Step 11: Secure funding for training annually if needed
O 3.1
Step 12: Identify county to host training
4/15/2013
O 3.1
Step 13: Schedule, advertise, and prep for upcoming EOC Training
5/31/2013
O 3.1
Step 14: Host EOC training
6/30/2013
O 3.1
Step 15: Identify county to host training
O 3.1
Step 16: Schedule, advertise, and prep for upcoming EOC Training
10/31/2013
O 3.1
Step 17: Host EOC training
12/31/2013
O 3.1
Step 18: Secure funding for training annually if needed
O 3.1
Step 19: Identify county to host training
4/15/2014
O 3.1
Step 20: Schedule, advertise, and prep for upcoming EOC Training
5/31/2014
O 3.1
Step 21: Host EOC training
6/30/2014
O 3.1
Step 22: Identify county to host training
O 3.1
Step 23: Schedule, advertise, and prep for upcoming EOC Training
O 3.1
Step 24: Host EOC training
O 3.2
O 3.2
Step 1: Secure funding for training annually if needed
Step 2: Research available Public Information & Warning (PI&W)
trainings
O 3.2
Step 3: Identify county to host training
O 3.2
Step 4: Schedule, advertise, and prep for upcoming PI&W Training
7/1/2012
O 3.2
Step 5: Host PI&W training
9/1/2012
O 3.2
Step 6: Secure funding for training annually if needed
1/31/2013
O 3.2
Step 7: Identify county to host training
2/15/2013
O 3.2
Step 8: Schedule, advertise, and prep for upcoming PI&W Training
3/1/2013
O 3.2
Step 9: Host PI&W training
5/1/2013
O 3.2
5/15/2013
O 3.2
Step 10: Identify county to host training
Step 11: Schedule, advertise, and prep for upcoming PI&W
Training
Step 12: Host PI&W training
O 3.3
Step 1: Research available Planning trainings
O 3.3
Secure funding for training annually if needed
1/31/2012
O 3.3
Identify county to host training
Step 2: Schedule, advertise, and prep for upcoming Mass Care
Training
2/15/2012
O 3.2
Objective 3.3 FCEM&HS, in partnership with RTEC, O 3.3
will research and develop a list of available
O 3.3
educational and training opportunities for Planning in O 3.3
each of the three areas: Citizen Evacuation & Shelter- O 3.3
in-Place, Mass Care, and Economic & Community
O 3.3
Recovery Planning and, by June 2013, FCEM&HS
O 3.3
will hold at least one training for each of these
O 3.3
planning topics (four trainings total).
Step 3: Host Mass Care training
Step 4: Develop local Planning training(s) as needed
Q4
Percent
Completion
10/31/2011
9/15/2012
1/31/2013
9/15/2013
1/31/2014
9/15/2014
10/31/2014
12/31/2014
0%
1/31/2012
3/31/2012
5/15/2012
7/1/2013
9/1/2013
0%
12/1/2011
3/1/2012
5/1/2012
12/31/2012
Secure funding for training annually if needed
1/31/2013
Identify county to host training
Step 5: Schedule, advertise, and prep for upcoming Citizen
Evacuation Training
2/15/2013
Step 6: Host Citizen Evacuation training
3/31/2013
2/28/2013
4/15/2013
O 3.3
Identify county to host training
Step 7: Schedule, advertise, and prep for upcoming Recovery
Training
O 3.3
Step 8: Host Recovery training
6/30/2013
O 3.3
Q3
Franklin County Regional Training and Exercise Strategy
Franklin County Regional Training and Exercise Strategy
4/30/2013
0%
4-6
Goal 3 (cont). Develop and promote regional training programs to reduce identified gaps in Key Target Capabilities, to achieve fiscal economies, and enhance capabilities in the MSA.
Objectives
Action Plan
Step 1: Develop list of training opportunities for the key target
O 3.4 capabilities
O 3.4 Step 2: Develop historical list of trainings hosted by FCEM&HS
Step 3: Use TEPW results, historical trainings, new training
opportunities, T&E strategy, and exercise AARs to identify needed
O 3.4 training
2011
Q1
Q2
2012
Q3
Q4
Q1
Q2
2013
Q3
Q4
Q1
Q2
2014
Q3
Q4
Q2
Q3
Q4
Percent
Completion
12/31/2014
0%
6/30/2011
8/1/2011
1/15/2012
O 3.4 Step 4: Secure funding for training annually if needed
O 3.4 Step 5: Identify county to host trainings
Step 6: Over the course of the year, advertise, market, schedule,
O 3.4 and prep for needed training and increase # of trainings by 5%
Step 7: Use TEPW results, historical trainings, new training opps,
O 3.4 T&E strategy, and exercise AARs to identify needed training
1/31/2012
2/15/2012
Objective 3.4 FCEM&HS, in partnership with RTEC,
will research and develop a list of training
opportunities for the key target capabilities identified
in the Training and Exercise Strategy (e.g. Public
O 3.4 Step 8: Secure funding for training annually if needed
Safety & Security and On-Site Incident Management)
O 3.4 Step 9: Identify county to host trainings
and, by December 2014, FCEM&HS will increase the
number of trainings (based on identified risks and
Step 10: Over the course of the year, advertise, market, schedule,
current capabilities and gaps) for the MSA by 25%. O 3.4 and prep for needed training and increase # of trainings by 10%
12/31/2012
1/15/2013
1/31/2013
2/15/2013
12/31/2013
Step 11: Use TEPW results, historical trainings, new training opps,
O 3.4 T&E strategy, and exercise AARs to identify needed training
O 3.4 Step 12: Secure funding for training annually if needed
1/15/2014
1/31/2014
O 3.4 Step 13: Identify county to host trainings
Step 14: Over the course of the year, advertise, market, schedule,
and prep for needed training and increase # of trainings by another
O 3.4 10%
Objective 3.5 FCEM&HS will continuously monitor
training that is being offered within the MSA and post
applicable trainings on the FCEM&HS training and
exercise portal on a monthly basis as well as
present a “Training Summary Report” to the RTEC
annually.
Q1
2/15/2014
0 3.5
Step 1: Request training calendars at annual TEPW
11/1/2011
0 3.5
Step 2: Complete annual training report
12/31/2011
0 3.5
Step 3: Present report at RTEC mtg
0 3.5
Step 4: Monitor trainings monthly
0 3.5
Step 5: Request training calendars at annual TEPW
11/1/2012
0 3.5
Step 6: Complete annual training report
12/31/2012
0 3.5
Step 7: Update T&E portal when completed
0 3.5
Step 8: Monitor trainings monthly & add to T&E portal
0 3.5
Step 9: Request training calendars at annual TEPW
11/1/2013
0 3.5
Step 10: Complete annual training report
12/31/2013
0 3.5
Step 11: Monitor trainings monthly & add to T&E portal
0 3.5
Step 12: Request training calendars at annual TEPW
11/1/2014
0 3.5
Step 13: Complete annual training report
12/31/2014
1/30/2012
12/31/2012
Franklin County Regional Training and Exercise Strategy
Franklin County Regional Training and Exercise Strategy
1/31/2013
12/31/2013
12/31/2014
4-7
0%
Goal 4. Focus regional exercises to reduce identified gaps in Key Target Capabilities, to achieve fiscal economies, and enhance capabilities in the MSA.
Objectives
Objective 4.1 By December 2014, FCEM&HS, in
partnership with RTEC, will coordinate with traditional
and non-traditional response partners in the MSA to
sponsor, promote, and host at least three (3) HSEEP
compliant exercises to test the key target
capabilities identified in the Training and Exercise
Strategy with an emphasis on Communication,
Medical Surge, and On-Site Incident Management.
Objective 4.2 FCEM&HS will continuously monitor
exercises within the MSA and post applicable
exercises on the FCEM&HS training and exercise
portal on a monthly basis as well as present an
“Exercise Summary Report” to the RTEC annually.
Action Plan
O 4.1 Step 1: Establish RTEC exercise sub-committee
O 4.1 Step 2: Secure funding for exercise if needed
Step 3: Initiate HSEEP planning process to develop a tabletop
O 4.1 exercise
2011
Q1
Q2
2012
Q3
Q4
Q1
Q2
2013
Q3
Q4
Q1
Q2
2014
Q3
Q4
Q1
Q2
Q4
Percent
Completion
12/31/2014
0%
Q3
10/31/2011
1/31/2012
2/1/2012
O 4.1 Step 4: Host HSEEP TTX
O 4.1 Step 5: Secure funding for exercise if needed
Step 6: Initiate HSEEP planning process to develop a functional
O 4.1 exercise
O 4.1 Step 7: Host HSEEP FE
8/1/2012
10/31/2012
12/1/2012
6/30/2013
O 4.1 Step 8: Secure funding for exercise if needed
Step 9: Initiate HSEEP planning process to develop a full scale
O 4.1 exercise
O 4.1 Step 10: Host HSEEP FSE
12/13/2013
1/1/2014
O 4.2 Step 1: Hold RTEC exercise sub-committee meeting
O 4.2 Step 2: Request exercise calendars at annual TEPW
10/31/2011
O 4.2 Step 3: Complete annual exercise report
O 4.2 Step 4: Present report at RTEC mtg
12/31/2011
11/1/2011
1/30/2012
O 4.2 Step 5: Monitor exercises monthly
O 4.2 Step 6: Request exercise calendars at annual TEPW
12/31/2012
O 4.2 Step 7: Complete annual exercise report
O 4.2 Step 8: Monitor exercises monthly & add to T&E portal
12/31/2012
O 4.2 Step 9: Request exercise calendars at annual TEPW
O 4.2 Step 10: Complete annual exercise report
11/1/2012
12/31/2013
11/1/2013
12/31/2013
O 4.2 Step 11: Monitor exercises monthly & add to T&E portal
O 4.2 Step 12: Request exercise calendars at annual TEPW
12/31/2014
O 4.2 Step 13: Complete annual exercise report
12/31/2014
Franklin County Regional Training and Exercise Strategy
Franklin County Regional Training and Exercise Strategy
11/1/2014
4-8
0%
V.
Program Implementation Overview
FCEM&HS developed the above Strategy, with the support of Armada Ltd, during year one of a
two year project. The Implementation Plan will be developed at the beginning of the second
year of the project, following the approval of the Strategy by FCEM&HS and key stakeholders.
The development of an Implementation Plan is essential to a strategic plan as it provides a clear
path for how the Goals within the Strategy will be collectively achieved by describing each
objective, establishing time frames for completing objectives, and identifying roles and
responsibilities for who will accomplish steps identified in the Metrics and Action Plan. At a
minimum, the Implementation Plan should include the following sections:
a. Purpose:
The purpose of an Implementation Plan is to establish the activities and coordination required
to accomplish the Strategic Goals and Objectives.
b. Roles and Responsibilities
The Roles & Responsibilities Section of the Implementation Plan should outline who will be
responsible for achieving the steps outlined in the Metrics and Action Plan. For example:
FCEM&HS will serve as the lead agency responsible for coordination and implementation of the
Program Strategy.
The Strategy calls for the establishment of a Regional Training & Exercise Committee (RTEC) to
provide a multi-disciplinary, multi-agency focus on training and exercise needs in the MSA.
c. Tracking and Reporting
The Implementation Plan should address how progress will be tracked and reported.
d. Outcomes
The following deliverables are key components for successful implementation of the Strategy.
Using these as a benchmark for measuring outcomes would be a good starting point for
Program Implementation:
Establishing Regional Training & Exercise Committee – FCEM&HS will work with the MSA EMA
Directors to identify RTEC members. Developing a strong RTEC will be crucial to the long term
success of this program. Committee members should be carefully selected to ensure they have
the time to commit to the program and the knowledge to provide program oversight. The
committee should be multi-disciplinary and representative of the entire MSA.
Franklin County Regional Training and Exercise Strategy
Program Implementation Overview
5-1
De-conflicting Exercises Via Training and Exercise Website – A driving factor for developing this
Strategy was to work toward better coordination of training and exercises in the region.
Currently, many exercises are developed in individual departments and there is little
coordination for how exercises are scheduled. A website with a calendar feature and the ability
to upload and register for training and exercises will be an excellent resource for de-conflicting
training and exercises in the MSA.
Utilizing Historical Data and Current Events to Exercise Capabilities – Historical data is an
excellent source for understanding the hazards of the region and researching historical events
can provide invaluable information for developing exercise scenarios. Additionally, current
events can provide real life “scenarios” that could potentially impact Franklin County and the
region. When disasters occur nationally or internationally, the MSA should consider holding
tabletops on these events to discuss what their response and recovery efforts would entail if
the same event happened locally.
Hosting an Annual Regional Training and Exercise Planning Workshop (TEPW) – Currently the
Ohio Emergency Management Agency holds an annual TEPW for the entire state.
Representatives from Franklin County and the MSA participate in the state TEPW but do not
have a mechanism for coordinating planning efforts. Holding a regional TEPW, will allow
FCEM&HS to collect and analyze regional training and exercise needs annually and provide
these needs to OEMA at the statewide TEPW.
Developing an Annual Training and Exercise Plan – The Homeland Security Exercise and
Evaluation Program (HSEEP) requires compliant programs to develop a Multi-Year Training and
Exercise Plan and Calendar. Successful implementation of this Strategy will include using the
Training and Exercise Plan Template (Appendix J) to develop a plan based on input from the
regional TEPW.
e. Sustainability
Given the decline in local, state, and federal funding, a key factor of program success will be to
identify methods for sustaining the program long term.
f. Evaluation
The Implementation Plan will outline how the program will be evaluated and updated. The
sample metrics tools (Appendix I) offer examples of how to evaluate progress and track
completion of the Strategy Goals and Objectives. Input from the TEPW and Training and
Exercise Plan can also be reviewed to determine changes and updates that need to be made to
the Strategy.
Franklin County Regional Training and Exercise Strategy
Program Implementation Overview
5-2
Appendix A: FCEM&HS Training and Exercise Workgroup
Discipline
EMA
Workgroup Member
Michael R. Pannell
Department/Agency
Fire
Mel House
Chief Steve Shaner
Franklin County Emergency Management
and Homeland Security
Delaware County Office of Homeland
Security and Emergency Management
Ohio Emergency Management Agency
City of Grandview, Division of Fire
EMS
Chief Jeff Young
Upper Arlington Fire Department
HazMat
Capt. Bill Brobst
Law Enforcement
Deputy Chief Kenneth Bell
Sgt Tim McVey
City of Columbus Fire Department, HazMat
4
Gahanna, Division of Police
City of Columbus, Division of Police
Public Health
Beth Ransopher
Columbus Public Health
Health Care
Marie Robinette
Darlene Radel
Central Ohio Trauma System (COTS)
Nationwide Children’s Hospital
Public Safety
Communications
Satoru Persons
Central Ohio Communication Advisory
Committee (COCAC)
Public Works
Tom Nutini
Franklin County Engineer’s Office
Governmental
Administrative
Doug Browell
Donna Monell
Capt Bill Logan
City of Obetz
Columbus Regional Airport Authority
Ohio National Guard
NGO
Jeff McElroy
Dan Haake
Private sector
Ed Kruessel
Ron Koziol
American Red Cross
Mid-Ohio Regional Planning Commission
(MORPC)
Limited Brands
Limited Brands
Brian Gallagher
Franklin County Regional Training and Exercise Strategy
Appendix A: FCEM&HS Training and Exercise Workgroup
A-1
Appendix B: Planning Scenarios
Planning Scenario #1
Natural Disaster – Flooding
Section I: Scenario Overview
General Description: A flood is a general and temporary condition of partial or complete
inundation of two or more acres of normally dry land area from (1) overflow of inland or tidal
waters; (2) unusual and rapid accumulation or runoff of surface waters from any source; (3)
mudflow; or (4) collapse or subsidence of land along the shore of a lake or similar body of
water as a result of erosion or undermining caused by waves or currents of water exceeding
anticipated cyclical levels resulting in a flood as defined above.
The 100-year flood has become the accepted national standard for regulatory purposes. It is
defined as the flood event that has a 1% chance of occurring in any given year or, on average,
occurs once in a 100-year period. 500-year floods span a larger land area and have a greater
potential for loss of property and life but have only a 0.2% chance of occurring in any given
year. Floods of this size can and do happen more often than predicted.
Detailed Scenario: Two lines of very severe thunderstorms are moving eastward across the
Great Plains as remnants of a hurricane that made landfall two days earlier in Texas moves up
from the south. The two storms collide in the lower Ohio Valley and make their way into
central Ohio. This large storm producing heavy rain, high winds and hail is followed by several
additional storms causing continued downpours lasting for several days. The result is an
unprecedented amount of rainfall that leads to severe flooding across the region; in some
areas water exceeding the 500-year flood predictions.
Section II: Planning Considerations
Geographical Considerations: Structures in and out of floodplains throughout the region are
impacted.
Timeline/Event Dynamics: While it is possible to predict rainfall from a given storm, the
combination of multiple storms makes it difficult for meteorologists to accurately determine
the amount of rain this storm system will drop on the region. The watershed rises quickly and
catches many people off guard.
The flooding causes damage to residential and commercial structures in 25 communities
across central Ohio and more than a hundred additional communities across the State. Every
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-1
county in the Columbus Metropolitan Statistical Area is impacted. Flood waters wash away
roadways across the MSA, making travel dangerous. Human deaths and mass fatality of
livestock and pets are imminent throughout the region.
Meteorological Conditions: The storm produces 13 inches of rain over a 36 hour period. After
cessation of rainfall, the weather remains overcast and humid. Temperatures are expected to
remain in the mid-80s. Light and variable winds from the east continue.
Assumptions:






Mutual aid will be essential, especially in smaller counties.
Multiple counties will open their EOCs to support the response and recovery efforts.
The State EOC is activated as well as the National Guard. Local and state declarations
have been issued and federal resources are being pushed to the affected area.
The City of Columbus floodwall plan is activated.
Some areas are still inaccessible so damage assessments have not been completed.
Long-term mass care will require federal assistance.
Evacuations are in progress. Re-entry planning will be required.
Mission Areas Activated:
Prevention/Deterrence/Protection – Protecting communities and critical facilities from
vandalism and crime may be a consideration.
Emergency Assessment/Diagnosis – Disaster assessments and aerial reconnaissance are
necessary. Assessment teams should be deployed.
Emergency Management/Response – Emergency medical treatment, shelters, and food must
be provided. Swift water rescue and search and rescue teams should be deployed. Hazardous
material spills should be managed. Animal rescue teams should be activated. Mass fatality,
public health, and veterinary resources should be called in. Public utilities and other basicneeds services must be restored as quickly as possible. Air reconnaissance is needed for rescue
in some areas.
Incident/Hazard Mitigation – Federal support will be required to coordinate the development of
plans to lessen the effects of future disasters. Post-disaster mitigation funding should be
sought for homes that may have experienced repetitive loss.
Public Protection – Structural engineers will be inspecting residential and commercial buildings,
roads, and bridges to ensure safety. Re-entry of displaced people must be planned and
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-2
executed safely. Public information and messaging will be necessary to promote public
protection.
Victim Care – Injured must be cared for. Temporary shelters and long term housing needs must
be considered.
Investigation/Apprehension – Not applicable.
Recovery/Remediation – Debris removal will be a major challenge. Financial support will be
needed for rebuilding homes that didn’t carry flood insurance. Hazardous materials will
contaminate areas and decontamination and site restoration may be needed.
Section III: Implications
Secondary Hazards: The earliest storm brings high winds and hail, causing significant debris.
The debris causes damming in rivers and streams intensifying flooding and causing flash
flooding in areas that usually do not have flooding problems.
Hazardous material releases are reported throughout the region but first responder resources
are overwhelmed. Most spills cannot be cleaned up for days, if at all. Sewer systems have
backed up in many communities contaminating the flood waters.
In many areas, standing water lasts for weeks and causes public health concerns for humans,
animals, and livestock. The warm weather and standing water also provide the perfect
environment for insect breeding.
Human and Animal/Livestock Impact: So far 32 people are confirmed dead in the region and
others are missing.
Several farms in neighboring counties experienced swift water that carried livestock away. In
residential areas flooding also killed many pets. As the waters recede, animal carcasses are
being found in large numbers.
The hospitals are being inundated with worried well and those seeking shelter. Local
emergency management agencies are calculating the number of displaced persons to be in the
thousands. Some areas are still isolated and conditions are unknown.
Long term health issues can be expected and include gastro-intestinal illness, respiratory illness
and insect bites.
Property Damage: Between the high winds and flooding, thousands of homes have been
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-3
damaged throughout the region. Some homes were out of the floodplain and therefore did not
carry flood insurance.
Many homes in rural areas did not have structural damage but are experiencing problems with
their wells and septic systems.
Communities with the least damage are starting clean up and some residents can return home
within a couple of days. However, as many as 3,500 individuals are expected to be displaced
from their homes for weeks and maybe longer.
Service Disruption: Utilities are down in many parts of Franklin County and surrounding
counties, including electric, water, phone (cellular and landlines), gas, and cable. Many
hospitals are on back-up power and two rural hospitals experienced generator failures causing
patient evacuation. Some individuals with no damage to their homes are going to shelters
because of the power outages. Many of those individuals have medical or functional needs and
are seeking additional support due to the loss of power.
Several water treatment plants have experienced malfunctions and water boil alerts have been
issued for several communities in the area.
Every county in the area is reporting road closures, including main thoroughfares such as Rt 161
in Madison County, Rt 315 in Franklin County, parts of Rt 23 in Delaware and Pickaway, Rt 16 in
Licking and Rt 33 in Fairfield.
Economic Impact: The economic impact is far reaching. Damage to roads and bridges is
extensive and repairs will run in the millions. Businesses and schools have experienced long
closures. Many people are not able to return to work for weeks and the loss of wages is
devastating.
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-4
Planning Scenario #2
Technological Disaster – Utility Failure
Section I: Scenario Overview
General Description: Utility interruptions and failures may involve electrical power, natural gas,
public water and communications systems. These systems are vulnerable to natural hazards as
well as intentional and accidental disruptions.
Detailed Scenario: In this scenario, a serious ice storm covers much of the Midwest, including
most of Ohio, in two (2) inches of ice. Before emergency crews can deal with the first storm, a
second storm blows in with high winds followed by more ice. By the time the series of storms
end, power lines are down and power poles have fallen all over central Ohio. Tree trunks and
branches are blocking roads causing many areas to be impassible. More than 500,000 homes
and businesses in Ohio alone are without power. Across the Mid-West an additional million
homes and businesses lose power. Many people in rural areas, including residents in Morrow,
Pickaway, Madison and Fairfield Counties, cannot get out of their driveways due to debris and
have no phone service to call for help. Cellular and land line communication is disrupted in
most of Ohio.
Section II: Planning Considerations
Geographical Considerations: The incident is statewide; within Franklin, Madison, Licking,
Delaware, Pickaway, Union, and Fairfield counties the geographical considerations include
rivers and creeks that may see ice jams. The roads in the rural areas will be difficult to reach for
road and utility crews, causing people to be isolated for many days. The flat geography of the
region may cause challenges if predicted storms bring snow. White outs and drifting could
become a factor in the response efforts.
Timeline/Event Dynamics: The series of storms hit central Ohio during the early morning
hours. As the storm intensifies, multiple transformers blow across the region due to overload
as one system loses power and shifts loads to other areas. Fires start at several of these sites
destroying infrastructure.
Roads become treacherous for even four wheel drive vehicles and several sheriffs in counties
surrounding Franklin declare a level 3 snow emergency.
The storm lasts for more than a day and, as it subsides, all of Franklin and surrounding counties
are blanketed in ice with most areas experiencing utility failure. It is estimated that homes and
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-5
businesses in the hardest hit areas will be without power for a week or longer.
Meteorological Conditions: Temperatures have fallen to 10 Fahrenheit with wind chill below
0. Temperatures are expected to stay at these levels for the next few days. More storms are
predicted before the end of the week, likely bringing snow and wind. Wind speeds could reach
25-30 miles per hour. Not quite blizzard standards but implications will be the same.
Assumptions:








All affected counties will open their emergency operations centers (EOCs). State EOC is
also activated. Several counties have issued a local emergency declaration and the
governor is in the process of issuing a state declaration. The National Guard has been
activated.
Federal assistance is coming but will be slow to arrive due to conditions.
Agencies essential to the response may be unable to perform emergency duties due to
utility loss, staffing issues and limited mobility.
Debris will overwhelm local response capabilities.
Road treatment supplies will be depleted at both the state and local levels, causing
delays in road clearing.
In rural areas, agricultural operations, such as livestock, will be compromised.
As temperatures rise, melting ice could cause flooding. Utility loss may be prolonged or
extended as a result.
Acute and chronic medical care will be challenging to current healthcare systems.
Mission Areas Activated:
Prevention/Deterrence/Protection – The combination of loss of power and extreme cold is
compromising public safety. Actions should be taken to shelter residents. Provide public
information about using alternate forms of heating and lighting their residences safely. Road
conditions are degraded and all available public alert/warning systems are being used to warn
residents to stay indoors and off the roads.
Emergency Assessment/Diagnosis – Damage assessments are critical to determine the extent of
damage to the utility infrastructure. Assessment team progress is slow due to weather
conditions and traffic.
Emergency Management/Response – State and local EOCs are open. Mass care operations
must be initiated for providing emergency sheltering. Search and rescue, public health, and
veterinary resources must be called in. Assistance is required for providing emergency
restoration to medical facilities. Public utilities and other basic-needs services must be restored
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-6
as quickly as possible.
Incident/Hazard Mitigation – A level three snow emergency can help minimize the impact by
keeping non-essential personnel off the roads. National Guard and federal support will be
required to mitigate some of the long-term effects of the incident. Federal resources such as
generators and food will be particularly important. Identifying areas that may see flooding
impacts is also an important mitigation effort.
Public Protection – Structural engineers are inspecting commercial buildings, roads and bridges
to ensure safety. Information should be distributed via available services for ways the public
can protect themselves and their families.
Victim Care – Hospitals will need to be prepared for an onset of people seeking shelter as well
as people with functional needs who need support.
Investigation/Apprehension – Not applicable.
Recovery/Remediation – Debris removal will be a challenge. Restoration of utilities will be
costly.
Section III: Implications
Secondary Hazards: Most communities have experienced loss of electricity and natural gas.
Many gas stations are unable to pump fuel due to loss of power.
Hospital and long term care centers are using backup power sources but have limited fuel
supply. Staff at these facilities has been working for hours with no relief. Medical supplies are
running short.
Local emergency managers are already thinking about possible flooding issues that may occur
when the region begins to thaw.
Lack of potable water and food supply may be an issue.
Law enforcement is concerned about looting in some areas.
Human and Animal/Livestock Impact: The power outage is affecting 500,000 homes in the
region.
Number of deaths currently stands at ten but additional fatalities can be expected from
hypothermia, traffic accidents and carbon monoxide poisoning. Franklin County and
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-7
surrounding counties are concerned about their home bound population, especially those living
in remote areas. There is also concern for first responder safety due to the long work hours
and extreme conditions.
Almost 500 people in Franklin County and many others in surrounding counties are already
seeking shelter from the cold. The numbers are expected to grow as roads are cleared of
debris. Some shelters have opened but with TV and radio down, it has been difficult to
publicize shelter locations. People are also going to the area hospitals to get out of the cold,
hindering the ability of medical professionals to care for the sick and injured. Many individuals
are unable to get to dialysis centers to receive treatment.
Gastro-intestinal illnesses can be expected in the long term.
Property Damage: Ice and the storms are causing roof collapse and other structural damage.
Debris will be a major challenge especially in areas prone for flooding.
Multiple home fires have been reported due to use of alternate heating sources.
Service Disruption: A large number of electrical power lines have been severed by falling trees
and multiple power poles have been destroyed in the storms; this will exacerbate the recovery
process.
Cellular, landline, and cable television are down in many areas. Garbage pick-up will be
disrupted. Lines that are functioning are inundated with calls and most people are finding it
impossible to get through to emergency services. The calls that are getting through are
overwhelming 911 dispatchers. All emergency services are overwhelmed and additional help is
slow to arrive due to road conditions.
Water systems are also compromised due to the power outage and residents in outlying areas
are complaining of water pipes bursting.
Economic Impact: Business closures and loss of wages will hit some of the smaller communities
very hard. Response and recovery costs will be devastating to local governments. Property
damage, business impacts and loss of wages will likely be greater than $40 million. State and
federal assistance will be essential.
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-8
Planning Scenario #3
Man-Made Disaster – Train Derailment
Section I: Scenario Overview
General Description: Toxic industrial chemicals are industrial chemicals that are manufactured,
stored, transported, and used throughout the world. Toxic industrial chemicals can be in the
gas, liquid, or solid state. They can be chemical hazards (e.g., carcinogens, reproductive
hazards, corrosives, or agents that affect the lungs or blood) or physical hazards (e.g.,
flammable, combustible, explosive, or reactive). There are concerns about toxic industrial
chemicals being used as a weapon in terrorism because they are readily available and may have
extremely serious effects on exposed individuals.
Terrorism is defined in the Homeland Security Act of 2002 as: “a violent act or an act dangerous
to human life, in violation of the criminal laws of the United States or any segment, to
intimidate or coerce a government, the population or any segment thereof, in furtherance of
political or social objectives.”
Detailed Scenario: An explosion causing a train derailment occurs just before the train passes
under the North High Street tunnel near the Greater Columbus Convention Center. The
Convention Center is hosting a national political convention with more than 20,000 in
attendance. The incident causes as many as 10 train cars to derail—including several loaded to
full capacity with toxic industrial chemicals (TIC). Some railcars have significant leakage and a
large plume is visible from at least one of those leaks.
Section II: Planning Considerations
Geographical Considerations: The downtown area includes tall buildings, dense land use, and
is highly populated. The Ohio State University and several other schools and colleges are in
close proximity.
Timeline/Event Dynamics: Estimated time to plan and fully prepare for this scenario would be
on the order of 12 months, including reconnaissance and accumulation of weapons. Time to
execute the attack would be several weeks to coordinate the hazardous material transportation
schedule with the convention schedule. The attack would take minutes to execute and the
effects would be extensive. The incident occurs at 4:00 pm.
Meteorological Conditions: The winds are from the southwest at less than 5mph. There is
some cloud cover but no rainfall. Temperatures are in the mid-70s. A temperature inversion is
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-9
keeping the vapors low lying with light winds making them slow to dissipate.
Assumptions:






Unified command will be established to ensure a coordinated response.
Evacuations may be required for up to a three mile radius. It can be estimated that one
fatality will occur for every 10,000 people evacuated.
Continuity of Operations Plans (COOP) will need to be activated.
Fear will linger in communities in and around Franklin County. Post traumatic stress
disorders (PTSD) and misc. health issues can be expected in first responders.
A long term evacuation would have significant impacts on OSU and the downtown.
Federal buildings and state departments located downtown will be compromised,
impacting their branch offices throughout the state.
Mission Areas Activated:
Prevention/Deterrence/Protection – Avoiding an attack would require prevention of weapons
acquisition, IED assembly, and site reconnaissance.
Emergency Assessment/Diagnosis – The presence of multiple chemicals and exposure
symptoms will greatly complicate assessment and identification efforts. Actions required
include dispatch; detection; and hazard assessment, prediction, monitoring, and sampling.
Emergency Management/Response – Actions required include alerts, activation and
notification, traffic and access control, protection of population, resource support and requests
for assistance, and public information activities.
Incident/Hazard Mitigation – Mitigation measures will be complicated by multiple hazardous
materials and secondary device concerns. Searches of the surrounding areas will be needed.
Actions required include isolating and defining the hazard; establishing, planning, and operating
incident command; firefighting, EMS, urban search and rescue, performing bomb disposal
dispatch and IED render-safe procedures; preserving the scene; conducting mitigation efforts;
decontaminating responders; and performing site remediation and monitoring.
Public Protection – Evacuation and/or sheltering of downwind populations will be required.
Victim Care – Injuries to be treated will include trauma, burns, smoke inhalation, severe
respiratory distress, seizures, and/or comas. Short and long term treatment will be required as
well as decontamination.
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-10
Investigation/Apprehension – Searching for suspects and evidence in an industrial area while
wearing personal protective equipment (PPE) will be a significant challenge. Actions required
include dispatch, site control, criminal investigation, pursuit and tactical deployment, and
apprehension of suspects.
Recovery/Remediation – The extent of decontamination required will depend on the hazardous
materials present. Regardless, monitoring and sampling a large area will be a challenge. Site
restoration will also be a major challenge. The explosion will have major long term effects and
recovery will take years. Environmental impact issues are likely to significantly delay rebuilding
efforts.
Section III: Implications
Secondary Hazards: One of the damaged vessels contains pressurized liquid which eventually
causes a BLEVE (boiling liquid expanding vapor explosion) to occur. Heavy damage can be
expected to many of the surrounding buildings and collapse of the closest hotel is imminent.
The initial shelter in place order changes to evacuation as first responders work to get people to
safety. Additional injuries may occur as a result of population panic once the explosion occurs.
The Columbus population increases by about 80,000 commuters daily. Most of this group as
well as the 20,000 at the Convention Center will need to be evacuated.
Human and Animal/Livestock Impact: At least 50 people are confirmed dead and more are
expected from the building collapse. Victims and worried well are overwhelming hospitals.
More than 2,000 victims have required medical care and over half of these victims have been
admitted to area hospitals. In addition, as many as 10,000 worried well are going to hospitals in
and out of Franklin County.
Due to evacuations, a large number of people have been displaced and will need shelter for
days and possibly weeks.
From train records it is determined that the following chemicals are on the train: a propane car,
one car of Chlorine, two cars of Hydrochloric Acid and one car of Sodium Hydroxide. Long term
health issues may cause serious respiratory conditions to survivors in the evacuation area. Long
term fear and mental health issues will also be likely.
Property Damage: One of the closest hotels has collapsed and there is major damage to
surrounding hotels and the convention center. The High Street bridge has severe structural
damage, with possible collapse, and is closed to traffic in both directions.
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-11
Service Disruption: Some communication services are down. Where service is working, lines
are overwhelmed with people trying to call family and friends. 911 is also overwhelmed with
calls. Businesses in the immediate blast area are experiencing power failure.
Downtown traffic is completely stopped and many people are leaving their vehicles and walking
out of the area on foot. The incident also has rail traffic completely shut down.
Economic Impact: Decontamination, destruction, disposal, and replacement of major portions
of the affected area will be costly. The economic loss to the downtown during response and
recovery will run into the tens of millions. The fear of returning to the downtown for events in
the future will have a long term impact on this area. Ross Labs and other downtown businesses
will see long lasting effects as well. Some businesses will likely close which could cause tax
revenues to decline.
Franklin County Regional Training and Exercise Strategy
Appendix B: Planning Scenarios
B-12
Appendix C: Key Capability Selection Tool
Train
Scenario 3
Utilities
Scenario 2
Flooding
Priority Capabilities
Scenario 1
Instructions: 1. Review the three planning scenarios. 2. Review the list of target capabilities below. 3.
Compare each scenario with the target capabilities and determine which capabilities are priorities. 4. In
the scenario columns (on the right) in the table below, place an “X” by the five or six capabilities that
you think would be most important for each scenario.
Common Mission
Pl a nni ng
Communi ca ti ons
Ri s k Ma na gement
Communi ty Prepa rednes s & Pa rti ci pa ti on
Intel l i gence & Info Sha ri ng & Di s s emi na ton
Prevent Mission
Info Ga theri ng & Recogni ti on of Indi ca tors & Wa rni ngs
Intel l i gence Ana l ys i s & Producti on
Counter-terror Inves ti ga ti on & La w Enforcement
CBRNE Detecti on
Protect Mission
Cri ti ca l Infra s tructure Protecti on
Food & Agri cul ture Sa fety & Defens e
Epi demi ol ogi ca l Survei l l a nce & Inves ti ga ti on
La bora tory Tes ti ng
Respond Mission
On-s i te Inci dent Ma na gement
Emergency Opera ti ons Center Ma na gement
Cri ti ca l Res ource Logi s ti cs & Di s tri buti on
Vol unteer Ma na gement & Dona ti ons
Res ponder Sa fety & Hea l th
Emergency Publ i c Sa fety & Securi ty Res pons e
Ani ma l Di s ea s e Emergency Support
Envi ronmenta l Hea l th
Expl os i ve Devi ce Res pons e Opera ti ons
Fi re Inci dent Res pons e Support
WMD & Ha zMa t Res pons e & Decon
Ci ti zen Eva cua ti on & Shel ter-i n-pl a ce
Is ol a ti on & Qua ra nti ne
Sea rch & Res cue (La nd-ba s ed)
Emergency Publ i c Informa ti on & Wa rni ng
Emergency Tri a ge & Pre-Hos pi ta l Trea tment
Medi ca l Surge
Medi ca l Suppl i es Ma na gement & Di s tri buti on
Ma s s Prophyl a xi s
Ma s s Ca re (Shel teri ng, Feedi ng, & Rel a ted Servi ces )
Fa ta l i ty Ma na gement
Recover Mission
Structura l Da ma ge As s es s ment
Res tora ti on of Li fel i nes
Economi c a nd Communi ty Recovery
Franklin County Regional Training and Exercise Strategy
Appendix C: Key Capability Selection Tool
C-1
Appendix D: Woodbury Scale
The below Woodbury Scale was utilized by the Working Group as part of the Capability
Assessment/Gap Analysis Survey. Working Group members were asked to rate the current
capability of each of the ten selected Key Capabilities on the below scale of 0-10.

0 - The capability is needed but no progress has been made.

1 - Efforts to build the capability have been initiated.

2 - Plans for this capability are under development.

3 - Plans for this capability are complete.

4 - Gaps for building this capability have been identified.

5 - Significant progress has been made toward building this capability.

6 - Some gaps and barriers for achieving the capability are being met.

7 - Efforts to achieve this capability are established and stable.

8 - Efforts toward this capability are mature. Only a few gaps or barriers remain.

9 - All gaps have been met and the capability is in the process of being trained and
exercised.

10 - The capability has been achieved.

N/A - This question is not applicable to my department/jurisdiction/agency.
Franklin County Regional Training and Exercise Strategy
Appendix D: Woodbury Scale
D-1
Appendix E: Element Descriptions
Below are the elements of capability specified by the National Preparedness Guidelines
including their definitions as published by DHS. As part of the Capability Assessment/Gap
Analysis Survey, stakeholders were asked to select the element(s) of capability that would
enable the entity which they represent to move toward their desired capability level.

Planning: Collection and analysis of intelligence and information, and development of
policies, plans, procedures, mutual aid agreements, strategies, and other publications
that comply with relevant laws, regulations, and guidance necessary to perform
assigned missions and tasks.

Organization and Leadership: Individual teams, an overall organizational structure, and
leadership at each level in the structure that comply with relevant laws, regulations, and
guidance necessary to perform assigned missions and tasks.

Personnel: Paid and volunteer staff who meet relevant qualification and certification
standards necessary to perform assigned missions and tasks.

Equipment and Systems: Major items of equipment, supplies, facilities, & systems that
comply with relevant standards necessary for performing assigned missions.

Training: Content and methods of delivery that comply with relevant training standards
necessary to perform assigned missions and tasks.

Exercises, Evaluations, and Corrective Actions: Exercises, self-assessments, peerassessments, outside reviews, compliance monitoring, and actual major events that
provide opportunities to demonstrate, evaluate, and improve the combined capability
and interoperability of the other elements to perform assigned missions and tasks to
standards necessary to achieve successful outcomes.
Franklin County Regional Training and Exercise Strategy
Appendix E: Element Descriptions
E-1
Appendix F: Sample Survey I Questions
Question Type A:
1.1a On a Scale of 0-10, please rate the following statement: My department/
jurisdiction/agency has an Emergency Operations Center (EOC) and plans/procedures in place
to perform incident notifications, recall essential personnel, activate and manage EOC
operations.
0 - The capability is needed but no progress has been made.
1 - Efforts to build the capability have been initiated.
2 - Plans for this capability are under development.
3 - Plans for this capability are complete.
4 - Gaps for building this capability have been identified.
5 - Significant progress has been made toward building this capability.
6 - Some gaps and barriers for achieving the capability are being met.
7 - Efforts to achieve this capability are established and stable.
8 - Efforts toward this capability are mature. Only a few gaps or barriers remain.
9 - All gaps have been met and the capability is in the process of being trained and exercised.
10 - The capability has been achieved.
N/A – Not Applicable
Question Type B:
1.1b Considering the gap(s) in achieving your desired state for the capability "Emergency
Operations Center Management", select up to three (3) elements from the below list that have
the most significant impact on closing the gap.
Planning
Organization and Leadership
Personnel
Equipment and Systems
Training
Exercises, Evaluations, and Corrective Actions
Franklin County Regional Training and Exercise Strategy
Appendix F: Survey
F-1
Appendix G: SMART Objectives
SMART Objectives
Specific: Objectives should state exactly what is to be achieved.
Measurable: Objectives should be quantifiable so it is capable of measurement. This will
make it possible to determine whether (or how far) it has been achieved.
Achievable: Objectives should be realistic given the circumstances in which it is set and the
resources available to the business.
Results-oriented: Objectives should be designed to achieve a specific outcome.
Time-limited: Objectives should be set with a time-frame in mind. Specific deadlines are
used and must be realistic.
Franklin County Regional Training and Exercise Strategy
Appendix G: SMART Objectives
G-1
Appendix H: Training List with Hyperlinks
National Incident Management System (NIMS) Training
(Training Title & Course #)
Introduction to Incident Command System, ICS-100
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
ICS for Single Resources and Initial Action Incidents, ICS 200
Intermediate Incident Command, ICS 300
Advanced Incident Command, ICS 400
National Incident Management System (NIMS) An Introduction, IS 700
NIMS Multiagency Coordination System (MACS), IS 701
NIMS Public Information Systems, IS 702
NIMS Resource Management, G703/IS703
NIMS Communications and Information Management, IS 704
NIMS Intrastate Mutual Aid - An Introduction, IS 706
National Response Framework, An Introduction, IS 800
Exercise Development Training
(Training Title & Course #)
An Introduction to Exercises, IS 120
Exercise Design, G 139
Exercise Evaluation and Improvement Planning, IS130
Exercise Program Manager, G 137
Homeland Security Exercise & Evaluation Program (HSEEP), L-146
HSEEP Training Course Train-the-Trainer, L-147
Franklin County Regional Training and Exercise Strategy
Appendix H: Training List with Hyperlinks
H-1
Risk Management Training
(Training Title & Course #)
Critical Infrastructure Key Resource Awareness, AWR-213
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Cybersecurity: Prevention, Deterrence, and Recovery, PER 252
Cybersecurity: Incident Handling and Response, PER 253
Enhanced Threat and Risk Assessment, MGT 315
Sport Event Risk Management, AWR-167
Terrorist Threat Guidelines: LE Planning & Response to Changing Threat
Levels, MGT 325
Threat & Risk Assessment Course, MGT 310
Voice and Data Security, PER 258
Planning Training
(Training Title & Course #)
Crisis Leadership & Decision Making for Local Officials, MGT 340
Emergency Planning, G 235
Emergency Planning, Preparedness, Training and Education for Colleges
and Universities, E 390
Functional Needs Planning Considerations for Emergency Management,
IS197
Mitigation Planning Workshop for Local Government, G 318
Multi-Hazard Emergency Planning for Schools, E 361
Multi-Hazard Emergency Planning for Higher Education, L 363
Senior Officials Workshop (SOW) for All-Hazards Preparedness, MGT 312
Special Events Contingency Planning for Public Safety Agencies, G 15.a
Franklin County Regional Training and Exercise Strategy
Appendix H: Training List with Hyperlinks
H-2
Emergency Operations Center Training
(Training Title & Course #)
EOC Management and Ops Course, G 775
Mark “yes” by
the trainings your
department
needs:
Prioritize
trainings:
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
EOC Operations and Planning for All Hazards, MGT 346
On-Site Incident Management Training
(Training Title & Course #)
Advanced Incident Management / Unified Command, MGT 344
Disaster Management for Electric Power Systems, MGT 345
Disaster Management for Public Services, MGT 317
Disaster Management for Water and Wastewater Utilities, MGT 343
Incident Command Systems (ICS) Forms Review, MGT 347
Incident Management / Unified Command, MGT 313
Medical Management of CBRNE Events, PER 211
Medical Preparedness and Response to Bombing Incidents, MGT 348
Rail Car Incident Response, AWR 147 (RDPC)
RAPID Assessment Workshop, G250-7
Wide Area Search, PER-213
Public Information & Warning Training
(Training Title & Course #)
Advanced Public Information Officer, E 388
Basic Public Information Officer, G290
Effective Communication, IS 242
Dealing with the Media: A Short Course for Rural First Responders, AWR209
Joint Information System/Joint Information Center Planning for Tribal,
State and Local Public Information Officers, G 291
Public Information in a WMD/Terrorism Incident, MGT 318
Franklin County Regional Training and Exercise Strategy
Appendix H: Training List with Hyperlinks
H-3
Citizen Evacuation and Shelter-in-Place Training
(Training Title & Course #)
Evacuation and Re-Entry Planning, G 358
Mark “yes” by
the trainings your
department
needs:
Prioritize
trainings:
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Functional Needs Planning Considerations for Emergency Management,
IS 197
Emergency Public Safety & Security Training
(Training Title & Course #)
Crime Scene Management for CBRNE Incidents, AWR 103
Crisis Management for School-Based Incidents: Partnering Rural Law
Enforcement Local School System, AWR 148
Forensic Epidemiology: Joint Training for Law Enforcement & Public
Health Officials, AWR 126
Jail Evacuation, Planning, and Implementation, AWR 183
Law Enforcement Active Shooter Emergency Response (LASER), PER 275
Law Enforcement Protective Measures, PER 264
Law Enforcement Protective Measures, Train-the-Trainer, PER 264-1
Ohio HazMat/WMD Awareness, 1746
Ohio HazMat/WMD Operations, 1747
Ohio HazMat/WMD Technician, 1749
Screening of Persons by Observational Techniques (SPOT), AWR 218
Franklin County Regional Training and Exercise Strategy
Appendix H: Training List with Hyperlinks
H-4
Medical Surge Training
(Training Title & Course #)
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Advanced Trauma Life Support Provider (ATLS)
Basic Disaster Life Support (BDLS)
Bioterrorism: Mass Prophylaxis Preparedness & Planning, MGT 319
Disaster Preparedness for Hospitals and Healthcare Organizations Within
the Community Infrastructure, MGT 341
Emergency Medical Operations for CBRNE Incidents (EMO), PER 267
Framework for Healthcare Emergency Management (FRAME), AWR 900
HAZMAT/Decontamination Training for Hospitals/Health Care
Hospital Incident Command System/NIMS, Train-the-Trainer
Hospital Incident Command System: Planning Section, Train-the-Trainer
Economic and Community Recovery Training
(Training Title & Course #)
Business Information Continuity, AWR 176
Continuity of Operations Awareness, IS 546a
Continuity of Operations Training, IS 547a
Continuity of Operations Program Manager, IS 548
Damage Assessment, OH 605
Debris Management Planning for Local Officials, G 202
Demobilization/Plans Support Unit, E 233
Principles of Planning and Implementing Recovery, AWR 156
Records Emergency Planning and Response, AWR 211-2
Recovery from Disaster: The Local Government Role, E 210
Strengthening Efforts Among Public and Private Sector, PER 280
Franklin County Regional Training and Exercise Strategy
Appendix H: Training List with Hyperlinks
H-5
Mass Care (Sheltering, Feeding & Related Services)
(Training Title & Course #)
Community Mass Care Management, G 108
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Donations Management, G 288
Donations Management Workshop, Train the Trainer, E 488
Emergency Planning and Special Needs Population, G 197
In-Kind Donations Workshop
Mass Care and Housing Awareness Training, V 413
Planning for the Needs of Children in Disasters, IS 366
Communication Training
(Training Title & Course #)
Advanced Crisis Communications Strategies for Public Safety
Communications Supervisors, AWR 212W
Emergency Support Functions (ESF) #2 - Communications, IS 802
MARCS Training
NIMS ICS All-Hazards Communications Unit Leader
Statewide Communications Interoperability Plan (SCIP)
Franklin County Regional Training and Exercise Strategy
Appendix H: Training List with Hyperlinks
H-6
Customized Training
Mark “yes” by
the trainings your
department
needs:
Prioritize
your top
three
trainings:
Customized workshop: Understanding the County Emergency Operations
Plan
Customized workshop: Understanding the County Emergency Operations
Center (EOC)
Customized training: EOC Training for Small Jurisdictions and NonTraditional Response Partners
Customized training: Local Citizen Evacuation Planning
Customized training: Mass Care Planning
Customized training: Regional Recovery Planning
Franklin County Regional Training and Exercise Strategy
Appendix H: Training List with Hyperlinks
H-7
Appendix I: Sample Metrics Tool
Sample metrics tool to measure progress:
Date
Completed
Remaining
Objective 1.1
60%
40%
Objective 1.2
70%
30%
Objective 1.3
50%
50%
Objective 2.1
0%
100%
Objective 2.2
20%
80%
Objective 2.3
10%
90%
Objective 3.1
50%
50%
Objective 3.2
50%
50%
Franklin County Regional Training and Exercise Strategy
Appendix I: Sample Metrics Tool
I-1
Appendix J: Training and Exercise Plan Template
Target Capability:
Emergency Operations Center Management
Training Scheduled
Host County
Location
Regional Y/N
Date
Exercise Scheduled
Host County
Location
Regional Y/N
Date
Franklin County Regional Training and Exercise Strategy
Appendix J: Training and Exercise Plan Template
J-1
Appendix K:
County EMA & HS Letters of Acceptance and Endorsement
Franklin County Regional Training and Exercise Strategy
Appendix K: County EMA & HS Letters of Acceptance & Endorsement
K-2
Franklin County Regional Training and Exercise Strategy
Appendix K: County EMA & HS Letters of Acceptance & Endorsement
K-3
Franklin County Regional Training and Exercise Strategy
Appendix K: County EMA & HS Letters of Acceptance & Endorsement
K-4
Franklin County Regional Training and Exercise Strategy
Appendix K: County EMA & HS Letters of Acceptance & Endorsement
K-5
Franklin County Regional Training and Exercise Strategy
Appendix K: County EMA & HS Letters of Acceptance & Endorsement
K-6
Franklin County Regional Training and Exercise Strategy
Appendix K: County EMA & HS Letters of Acceptance & Endorsement
K-7
Franklin County Regional Training and Exercise Strategy
Appendix K: County EMA & HS Letters of Acceptance & Endorsement
K-8
Appendix L: Acronyms
AAR – After Action Review
CBRNE – Chemical, Biological, Radiological, Nuclear, and Explosives
CPG – Comprehensive Preparedness Guide
DHS – United States Department of Homeland Security
EMA – Emergency Management Agency
EMS – Emergency Medical Services
EOC – Emergency Operations Center
FCEM&HS – Franklin County Emergency Management and Homeland Security
FE – Functional Exercise
FSE – Full Scale Exercise
HSEEP – Homeland Security Exercise and Evaluation Program
ICS – Incident Command System
IP – Improvement Plan
IRM – Integrated Risk Management
MAC – Multi-Agency Coordination
MSA – Metropolitan Statistical Area
NGO – Non-Government Organization
NIMS – National Incident Management System
NRF – National Response Framework
OEMA – Ohio Emergency Management Agency
ORC – Ohio Revised Code
PI&W – Public Information and Warning
RMA – Risk Management Analysis
RTEC – Regional Training and Exercise Committee
SHSGP – State Homeland Security Grant Program
SME – Subject Matter Expert
TCL – Target Capabilities List
TTX – Tabletop Exercise
TEPW – Training and Exercise Planning Workshop
UASI – Urban Area Security Initiative
Franklin County Regional Training and Exercise Strategy
Appendix L: Acronyms
L-1
Appendix M: References
Franklin County Emergency Management and Homeland Security. (2010, March). Risk
Assessment for Franklin County. http://www.franklincountyohio.gov/emahs/documents/
FC_Risk_Assessment_2010_revised_4-7-11_final.pdf
Federal Emergency Management Agency. (2010, November). Comprehensive Preparedness
Guide (CPG) 101, Version 2. http://www.fema.gov/pdf/about/divisions/npd/CPG_101_V2.pdf
Federal Emergency Management Agency. (2006, March 1). National Planning Scenarios.
https://www.llis.dhs.gov/docdetails/details.do?contentID=13712
Mid-Ohio Regional Planning Commission. (2010). County Totals for Columbus MSA.
http://www.morpc.org/census2010/images/Counties-CMSA-MSA-race.pdf
Ohio Revised Code, (1999, September 29). Chapter 5502: DEPARTMENT OF PUBLIC SAFETY,
5502.21: Emergency Management Definitions. http://codes.ohio.gov/orc/5502.21
Ohio Emergency Management Agency. (2010, June 1). 2010-2011 Training Catalog.
http://ema.ohio.gov/documents/training/2010-2011_TrainingCatalog.pdf
U.S. Department of Homeland Security. (2011, May). FY11 Homeland Security Grant Program
Guidance and Application Kit. http://www.fema.gov/pdf/government/grant/2011/
fy11_hsgp_kit.pdf
U.S. Department of Homeland Security. (2003, December 17). Homeland Security Presidential
Directive / HSPD-8. http://www.biometrics.gov/Documents/Homeland%20Security%20
Presidential%20Directive%20_%20HSPD-8.pdf
U.S. Department of Homeland Security. (2010, September). DHS Risk Lexicon, 2nd Edition.
http://www.dhs.gov/xlibrary/assets/dhs-risk-lexicon-2010.pdf
U.S. Department of Homeland Security. (2008, September). Target Capability List.
http://www.fema.gov/pdf/government/training/tcl.pdf
Franklin County Regional Training and Exercise Strategy
Appendix M: Website and References
M-1