DISASTER SIMULATION EXERCISES

A how to guide for the Pacific

 FORWARD

With increasing population, urbanisation and the likely impact of climate Following the successful implementation of the disaster preparedness
change adding to the risk profile and vulnerability of communities in the activity, the Director for one of the NDMOs in the target countries
Pacific, disaster preparedness activities are essential. One activity that commented that “the simulation exercise is the best thing that has
has seen increased interest over the last few years is simulation exercises, happened to us. It has engaged communities with the NDMO and
especially those that are operational and conducted in the field. To be vice versa. As a result we are better prepared.” As you use this guide in
most effective, these exercises should involve key stakeholders, ranging conjunction with the DVD, may you and key stakeholders engage in
from the community level up to government departments. The primary a meaningful way to ensure a higher level of disaster preparedness,
aim of these exercises is to test plans, and to provide an opportunity for ultimately to protect lives, preserve assets and reduce the impact of
key players to practice these plans. disasters on livelihoods.

In 2013, the New Zealand Government Aid Programme provided funding

for a disaster preparedness activity in three Pacific Island countries: Fiji, Robert Patton
Tonga and Vanuatu. This activity was jointly implemented by a consortium Director for Emergency Management, ADRA New Zealand
of New Zealand-based NGOs: Adventist Development and Relief Agency SimEx Leader of Pacific SimEx Programme
(ADRA), Caritas, Christian World Service, Oxfam, Rotary, TEAR Fund and
UNICEF in partnership with the National Disaster Management Offices
(NDMOs) and other local partner organisations. The main component of
this activity was simulation exercises, designed not just to test plans and
processes, but with the intent of building the capacity in each country for
implementing future simulation exercises. To support the sustainability
of this, a training DVD was developed during the activity. To enhance this
resource, this guide book was also developed.

2 DISASTER SIMULATION EXERCISES A how to guide for the Pacific

ACRONYMS AND KEY TERMS

ADRA Adventist Development and Relief Agency Hot debrief A debrief carried out during or immediately after
the exercise while information and feedback is still
DRR Disaster Risk Reduction
fresh.
EOC Emergency Operation Centre
Injects Information, directives and incidents provided by
MOU Memorandum of Understanding the SimEx organisers to test participants in line
with key objectives.
NDMO National Disaster Management Office

No Duff A term used to indicate that a real event or injury

NGO Non-Governmental Organisation
has occurred during an exercise.
OCHA Office for the Coordination of Humanitarian
Scenario A pre-defined set of incidents and conditions
Affairs (United Nations)
that describe, for planning purposes, a disaster
event. Note: Scenarios are neither predictions nor
forecasts.

SimEx Also known as a simulation exercise or exercise.

A people centred, action focused, activity that
simulates, at least in part, an emergency situation.
Designedtoexecuteemergencyresponseplansand
evaluate the plan against approved standards or
objectives.

WASH Water, Sanitation and Hygiene

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 3

 INTRODUC TION
DVD SEC TION 1

Natural disasters, such as cyclones and floods, are a reality of living in

the Pacific. The impact of such disasters can be significant and given the
ABOUT THIS GUIDE
remoteness of some islands response from outside is often difficult or The DVD ‘How to Plan and Run a Simulation Exercise in the Pacific’ was filmed
even impossible. That is why increasing the capacity of national and local and produced during the planning and implementation of a series of SimEx
authorities to manage and reduce the impact of disasters, as well as improve held in Vanuatu, Tonga and Fiji in 2013. This guide has been written to
the preparedness and resilience of communities, is a priority for Pacific accompany the DVD and assist viewers in working through the five steps
Island governments and the many humanitarian partners in the region. of the exercise cycle (see below). Each of the six sections of this guide
An emergency can create chaos and uncertainty and emergency response reiterates key points from the DVD and provides all the necessary forms
staff must be calm, prepared and well trained to cope with these situations. and templates you will need to complete that step. At the end of each
Speed, efficiency and good coordination are crucial in the early response section there is a helpful check list and links to further information and other
efforts to minimize the human and economic cost of disasters. useful resources.

A Simulation Exercise or SimEx is a fictional disaster event created with the

purpose of testing the plans and procedures that would come into affect
during a real emergency, helping to identify strengths and weaknesses. GROUND
WORK
Emergency responders are given the chance to develop their skills and
knowledge and it also provides a valuable opportunity for the various
stakeholders to meet and work together to improve coordination. A SimEx
can be big or small depending on the aims of, and resources available to, the
LESSONS EXERCISE
organisers. The size does not really matter, simulations are a highly effective LEARNT DEVELOPMENT
training and educational tool that develop skills and deepen people’s
understanding of disaster response through practical experience.

IMPLEMENT
EVALUATION
THE EXERCISE

4 DISASTER SIMULATION EXERCISES A how to guide for the Pacific

 STEP ONE GROUNDWORK
DVD SEC TION 2

BRING PEOPLE TOGETHER WITH A

COMMON PURPOSE
If you, or your organisation, are interested in running a SimEx the first
thing you need to do is bring a group of key people or organisations
together who share your goal of improving disaster response and
preparedness. This group will reflect the size and scope of the SimEx you
want to run and could involve government officials including the national
disaster management office, emergency response agencies, NGOs etc. These
organisations should be prepared to allocate resources and/or staff time
to planning and participating in the SimEx. SELEC T DESIGN TEAM
The design team is made up of representatives from the key organisations.
CHOOSE A SIMEX LEADER Having a range of stakeholders involved in the design and planning will
From this group you must select a SimEx Leader to oversee the planning ensure the SimEx meets the needs of all participants. The team should be
and implementation of the SimEx. This job is critical to the success of the made up of people with a range of skills. It must include advisors who are
event, so it is important you pick the right person. They should ideally have familiar with the local context and the communities where the SimEx will
practical experience of designing and running SimEx and even better, be held and may include some specialists, if it is relevant to the systems
firsthand experience of disaster response. This is a BIG job, so they also need and processes you want to test, e.g. a communications expert.
to have adequate time and resources to commit to this task.
See Annex One - Selecting design team members

SIGN INTERAGENCY AGREEMENTS

Where two or more agencies are working together to plan and run the
Preparation is the key to a successful SimEx SimEx the agencies involved may wish to sign an Inter-agency Agreement
or Memorandum of Understanding (MOU) which outlines expected
outcomes and respective roles and responsibilities. This will avoid any
misunderstandings or confusion.

See Annex Two - Sample Inter-agency Agreement

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 5

STEP ONE GROUNDWORK

PLANNING FIRST STEPS C. Budget and funding

Once you have your team in place the first three things you need to do are: Funding should be available (either pre-allocated or accessible by grant)
before starting this process. A detailed budget for the planning process,
implementation and evaluation must now be developed. Costs to be
A. Identify a location – Keeping it real considered in the budget include:
Areas that are most vulnerable to disasters, or have experienced a disaster
recently, are more likely to benefit from the SimEx. Working in these Budget Line item Unit Cost Number of Amount
communities also adds realism to the exercise for other participants. line Units
However, the location needs to meet other minimum criteria, such as:
1 Travel (Domestic and
accessibility by road, international)
proximity to an airport or seaport for external participants,
1.1 Accommodation
a safe and secure environment.

1.2 Room or auditorium hire

B. Gain authorisation to run the SimEx
It is vital that you seek appropriate authorisation and support to run 1.3 Food and drinks
the SimEx from all government and local bodies involved in disaster
management in your chosen location. For example: 1.4 Stationary and IT
equipment
Government departments responsible for disaster management
1.5 Facilitators
Government entities with authority over community(s) you wish to
engage with (state, province, district, zone, municipality, ward, etc.…) 1.6 Transport
Leaders of the communities you wish to engage with1

It is only necessary to seek support from authorities not already involved

See Annex Three - Sample SimEx budget
via the design team. It is important to keep these stakeholders informed
throughout the planning process.

1 Examples from ‘Simulated Emergency Response: A guide to running field exercises’, ADRA and World Vision

6 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

 STEP ONE GROUNDWORK

DESIGN TEAM RESPONSIBILITIES 4. Assist with any pre-SimEx materials

Once the location is selected, authorisation gained and a budget is in place The design team will be responsible for preparing key documents such
the four key responsibilities of the design team are: as the Master Schedule, training materials and briefing documents etc.
They must also ensure that SimEx participants have up-to-date information,
1. Determine objectives of SimEx plans and forms in place prior to the exercise.
While improving disaster management capabilities is the overall goal of a
SIMEX DESIGN TEAM ROLES:
SimEx, defining clear, specific objectives will help guide the design phase and
focus the SimEx on the most important areas for testing or improvement. To facilitate the smooth running of the SimEx there are some key
Some objectives may have an emphasis on individual staff skill development, responsibilities that must be allocated to design team members prior
while others may focus on organisational systems, processes, and policies. For to the event:
example:
LIAISON OFFICER – responsible for maintaining a positive working
To practice emergency response team’s application of international and relationship with communities and other local stakeholders in the
organisational disaster management standards. lead up to, and during, the SimEx. This person should have a good
To improve the effectiveness of interactions between the national understanding of the local context (political, social and cultural) and
emergency response team and other critical stakeholders2. existing links and relationships with community leaders.

SECURITY OFFICER – takes care of any safety and security issues

See Annex Four - Setting SMART goals and sample SimEx objectives
during the exercise. Prior to the exercise this person will develop a
Risk Management Plan.
2. Develop the scenario and narrative of events See Annex Five - Sample Risk Management Plan
The scenario is then designed to best meet the chosen objectives. For
LOGISTICS OFFICER – deals with administrative and logistical issues
example, if a key objective is to test the tsunami warning sirens then the
before and during the SimEx. With their team they will communicate
scenario would be tsunami and could involve local coastal communities.
and share information with participants and stakeholders, document
More detail on developing the scenario on page 10 decisions and learnings, provide and maintain equipment, and deal with
accommodation and food needs.

MONITORS – some members of the Management Team will act as

3. Plan how the exercise is implemented and managed
monitors during the exercise. Not responsible for the mechanics of the
Once the SimEx begins the Design Team will become the SimEx Management SimEx the monitors are free to observe the actions of participants and
Team and it will be their job to ensure the event runs smoothly. provide feedback, maximizing the potential learning.

See text box for specific roles and responsibilities and more detail about
implementation on page 14 Don’t forget the participants: The SimEx should be designed to maximize
the benefits and learning opportunity for your intended participants.
2 Examples from ‘Simulated Emergency Response: A guide to running field exercises’, ADRA and World Vision

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 7

STEP ONE GROUNDWORK

CHECKLIST FOR STEP ONE – GROUNDWORK

Have you…

Identified a design team

Nominated a SimEx leader
Chosen a location(s)
Gained necessary authorisation from national and local authorities
Arranged funding and confirmed budget
Identified key objectives

Documents and templates you will need:

Selecting a design team, page 19
Sample Inter-agency Agreement, page 20
Sample SimEx budget, page 22
Setting SMART goals and sample SimEx objectives, page 24

Other useful resources:

Humanitarian Practice Network - www.odihpn.org
Information on goal and objective setting - www.mindtools.com

8 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

 STEP T WO EXERCISE DEVELOPMENT
DVD SEC TION 3

SCOPING VISIT- BUILD THE

FOUNDATION
To help guide the development of a SimEx a scoping visit is essential –
there is no substitute for visiting the location(s) and key people.
The three main reasons are to:

1. Identify and access training venues and accommodation for out of

town participants
2. Establish and/or strengthen relationships with key stakeholders
(including authorities and communities)
3. Gain first hand knowledge of the specific field location(s) and
resources available there

Choose a date at least six weeks prior to the SimEx and when the
majority of design team members are available to come together at the Meeting with people
exercise location. The scoping visit is the perfect time to arrange meetings with national and
local government authorities and community leaders in order to inform
You should: them about the intention to run a simulation, and seek their permission
and support for the exercise. Establishing trust is essential and builds the
Book in meetings with all key stakeholders, including local
foundation for the SimEx.
community leaders
Organise visits to all likely venues of the SimEx including local schools
and communities, the National Emergency Operation Centre etc.
Go to these meetings well-prepared, with a clear idea of the
information you want to gather and the people you want to meet. You
should also be ready to answer any questions or concerns
View relevant disaster response plans, as a knowledge of the expected
responses of key agencies will assist with the design of an appropriate
SimEx

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 9

STEP T WO EXCERCISE DEVELOPMENT

DEVELOPING THE EXERCISE SCENARIO

The scoping visit should assist the design team in developing a realistic
scenario, one that’s likely to be faced or has been experienced before by the Involving local communities makes
participating communities.
the exercise more realistic for the
The disaster scenario will be based on information such as:
responding agencies, but it also helps
Type of emergency (e.g. earthquake, cyclone, tsunami, flood) communities test and practice their
Disaster intensity (cyclone categories, earthquake magnitude etc.)
own plans and procedures.
Impact location
Number of deaths
Number of causalities
Number of people affected Creating a realistic event
Number of buildings damaged/destroyed The scenario is usually not revealed to the participants prior to the event.
Impact upon critical infrastructure This supports the realism of the event as participants have to respond as
information comes in, rather than plan their actions in advance. However,
Impact on livelihoods
the realism of these exercises can cause stress or anxiety for some participants,
who may have experienced a real disaster event in the past. This possibility
should be planned for and dealt with according to the Risk Management Plan.
Collecting data
Use the scoping visit to collect data and information that will help you
develop a realistic scenario and narrative of events, e.g. number of people AC TION PLAN
in the village, transport links, local industries, warning systems in place,
At the end of a scoping visit the design team should come together to
water supply, previous experience of natural disasters etc. As well as
discuss their findings and finalise an Action Plan (see page 11) which outlines
helping form your disaster story, this information will be used to produce
the key tasks to be completed in the lead up to the SimEx. This plan,
support materials, such as OCHA Situation Reports, fictional news releases,
overseen by the SimEx leader, clearly identifies who is responsible for what
statements from government bodies etc., which are released throughout
and by when.
the course of the simulation.

See Annex Six - Examples of disaster support materials See Annex Seven - Example of Action Plan

10 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

 STEP T WO EXCERCISE DEVELOPMENT

AC TION PLAN

Task Personnel Due date Comments

Training: Training specialist 2 June

-Confirm training needs with participant groups
-Approach locally based trainers or consider design
team expertise
-Book venues

Risk Management plan / hazard identification Security Officer 15 July

Confirm other key stakeholders and their role and Liaison Officer #2 20 July
level of involvement in the SimEx

Develop likely scenario and possible injects, role SimEx Leader 24 July
players and circulate to Design team for feedback

Recommendation of simulation name All 24 July

Confirm Injects: All 27 July (3 weeks pre-sim)

-Identify role players in the community and prepare Liaison Officer #1
briefs
-Develop support materials such as weather reports, Communications specialist
Sit Reps, media releases etc

Confirm training time schedule, trainers and venues Training specialist 3 Aug (2 weeks pre-sim) Training packs should Incl: pen,
paper, handouts, eval form,
timetable

Organise final visit to communities to brief Liaison Officer #1 10 Aug (1 week pre-sim)
participants and role players

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 11

STEP T WO EXCERCISE DEVELOPMENT

KEY TASKS IN THE ACTION PLAN

There are a number of things that will begin to take shape during the PRE-EXERCISE TRAINING & BRIEFING – A certain level of theoretical
scoping visit. Completing these documents and other key tasks should knowledge will be needed to participate in the exercise. The content
be included in the action plan. and amount of training will vary according to the knowledge and
experience of participants, as well as the resources available to the
MASTER SCHEDULE – a detailed overview of the various actions Design Team. The specific needs of each participant group should be
and activities that take place within the simulation exercise. It gives identified early on and the job of organising the training allocated to
information regarding timing, what to expect from each activity and someone in the Action Plan. Where possible expert trainers should be
what resources are needed. The Master Schedule identifies key standards sought and the training should be offered in an appropriate language.
participants are expected to reach during each activity, which allows At a minimum all participants should be briefed prior to the exercise.
monitors to support or mentor participants in a consistent way. This
schedule is not seen by participants but used by the SimEx management See Annex Ten - Tips on briefing participants
team, observers and monitors.
RISK MANAGEMENT PLAN – a plan designed to ensure that the
See Annex Eight - Sample Master Schedule
exercise takes place in a safe and secure environment. The security
officer is responsible for developing the Risk Management Plan, which
INJECTS – information, directives, or a new situation/problem documents possible risks and security issues and suggests risk reduction
provided by the SimEx Management Team to challenge participants. activities. The scoping visit provides an opportunity to identify
Injects simulate reality during a disaster response as the situation is and better understand possible risks and hazards to participants,
constantly evolving, unexpected things happen, people will go missing communities and staff in, and between, the various exercise locations.
or equipment will fail. An inject can vary from an update from the Met Risk management is the responsibility of the Security Officer, however
Service about a change in the weather, to a phone call from a journalist everyone involved in the SimEx has a responsibility to manage risk.
wanting information, to an injured child. There are often procedures to
follow in these situations, so injects can be a useful way for participants See Annex Five - Sample Risk Management Plan
to test their knowledge and practice application of their plans. Organisers
must be careful though not to overwhelm participants with information
or problems as this will not help their learning.

See Annex Six - Examples of SimEx support materials, e.g. Situation

Report and Annex Nine - Developing injects

Note: Ensure all support materials are labelled with “FOR EXERCISE ONLY”
to avoid confusion or anyone thinking it is a real event.

12 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

 STEP T WO EXCERCISE DEVELOPMENT

CHECKLIST FOR STEP TWO – EXERCISE DEVELOPMENT

Have you…

Organised and conducted a scoping visit

Visited chosen location(s) and key people
Gathered the necessary information to develop your scenario
Written an Action Plan that delegates on-going responsibilities to
all design team members

Begun developing key documents such as the Master Schedule

and Risk Management plan

Organised necessary training and briefing events prior to the start

of the SimEx

Documents and templates

Sample Risk Management Plan, page 25
SimEx support materials e.g. Situation Report, page 28
Sample Action Plan, page 30
Sample Master Schedule, page 31
Developing injects, page 37
Tips for briefing participants, page 38

Other useful resources

For further examples of disaster related communications such as press
releases and Situation Reports - www.reliefweb.org

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 13

 STEP THREE IMPLEMENTING THE EXERCISE
DVD SEC TION 4

THE ELEMENT OF SURPRISE KEY ROLES DURING THE SIMEX

Real disasters have an element of surprise, coming with little or no warning SIMULATION MANAGEMENT TEAM – during the simulation itself
and often catch people unprepared. As much as possible a SimEx should the Simulation Management Team could be in a control room or at the
endeavor to simulate this, creating as realistic an environment as possible. various field locations. Their main responsibilities are to:

Deal with any issues or problems with the exercise

THE EXERCISE UNFOLDS
Ensure that the Master Schedule is being followed
Once the exercise has been initiated, with the appropriate warning or
Initiate and track progress on injects
notification, the participants are encouraged to respond as they would to
a real event. Teams are expected to start by contacting key organisations Suggest additions or amendments to the Master Schedule (the SimEx
to obtain more information. These organisations should either have been Leader should authorise any changes)
briefed beforehand or can be played by the Coordination Cell (see text box). Observe, monitor, mentor and advise participants as appropriate to
Once the teams have completed an intial assessment of the situation they support a positive learning environment
should act in line with their existing Standard Operating Procedures (SOPs),
and start putting plans into action. COORDINATION CELL – made up of a small number of management
team members the Coordination Cell is responsible for many of the
Activities will vary between the teams/participant groups and could include:
injects. They can be used to role play interactions between agencies
Setting up an Emergency Operation Centre (EOC) not participating in the SimEx, such as donors, or the United Nation
agenices, via phone calls or email
Activating Community Response Plans
Evacuating a school ROLE PLAYERS – throughout the SimEx, role players - who have been
briefed in advance - bring a sense of reality to the scenario by acting out
various situations, such as a parent who has lost a child, someone who
INJEC TS
has been injured etc.
The exercise then continues to unfold according to the Master Schedule,
with predetermined injects supporting and expanding the initial scenario. MONITORS – observe participants in action. They are evaluating their
Injects should be realistic and designed to meet the key objectives of response to certain events and their interaction with other people and
the exercise. It is important to preface or label all exercise communication organisations against the standards identified in the Master Schedule.
with “FOR EXERCISE ONLY”, whether it is written or verbal to avoid confusion. They may choose to offer advice at the time or note down any comments

See Annex Nine - Developing injects

14 DISASTER SIMULATION EXERCISES A how to guide for the Pacific

 STEP THREE IMPLEMENTING THE EXCERCISE

The emphasis of a SimEx is to test See Annex Eleven- Hot Debrief template

systems and processes, not people. DAILY SIMULATION MANAGEMENT TEAM MEETINGS – At convenient
points throughout the day, or at the end of each day, it is also useful to
bring the Simulation Management Team together to assess how the SimEx
is progressing. In particular to identify any issues, or areas that could be
improved or changed to better meet the key objectives of the SimEx.
This could include adding injects or increasing emphasis on a certain theme.

What went wrong?

When something goes wrong during a SimEx this is a positive thing!
Anything that can be learnt during a SimEx can be improved or rectified

CHECKLIST FOR STEP THREE – IMPLEMENTING THE EXERCISE

Have you…

Finalised all key documents, e.g. Master Schedule, support materials,

Risk Management Plan
CAPTURING LEARNING DURING THE SIMEX Included hot debriefs and Simulation Management Team meetings
in the Master Schedule
HOT DEBRIEF – While there is a full evaluation after the exercise is over,
Selected members of the Simulation Management Team to make up
a hot debrief is designed to pick up learning immediately. A hot debrief
the Coordination Cell
can take place daily or straight after a specific activity, for example a village
evacuation, and is led by one of the monitors. The hot debrief offers an Briefed role players and other participants
opportunity to gauge how people are getting on, what they think is going
well and what’s not, as well identify any concerns about the SimEx which Documents and templates
may be possible to address immediately. Developing injects, page 37

Example questions: Hot Debrief template, page 39

How did the day/activity go?

What worked really well?
What would they do differently next time?
Are there any issues with the way the SimEx is running?

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 15

 STEP FOUR POST SIMEX EVALUATION
DVD SEC TION 5

Evaluations are a critical part of the SimEx, where experiences can be

shared, and lessons and recommendations discussed. This process should
occur for everyone from government staff in the EOC to members of the
community. Everyone’s feedback is important.

CONDUC TING THE POST-EVENT DEBRIEF

AND EVALUATION

1. Participant evaluation session

As well as conducting the hot debriefs, a final evaluation should be
conducted after the exercise is completed. At a minimum this will take half
a day. This is an opportunity to bring representatives from all participant
groups together to discuss how the SimEx went, what was learnt and what
happens next.

The session should be facilitated by the SimEx leader. As facilitator the SimEx
leader is responsible for:

promoting informality and inclusion, to ensure everyone has a chance to

share their feedback
emphasise that feedback should focus on systems, plans and policies, not
on individual performance
Ensuring all the information is captured in a summary or report

16 DISASTER SIMULATION EXERCISES A how to guide for the Pacific

 STEP FOUR POST SIMEX EVALUATION

FACILITATION 2. Simulation Management Team debrief

How you organise your evaluation session is up to you and your design After the session with participants it is recommended that the
team. You could develop questionnaires, facilitate a group brainstorming Management Team meet separately to evaluate the SimEx development
session, or utilize a recognised facilitation technique such as World Café and implementation process. It is important that both successes and
(www.worldcafe.com) or Open Space (www.openspaceworld.org). shortcomings are documented so that learning can be incorporated into
future SimEx.
A proven method is to organise participants into “functional groups”
e.g. community, schools, NGOs, etc. and ask them to address some
key questions:

What worked well? What should be considered best practice?

What didn’t work well?
What could be done differently/better next time?

The functional groups then come together in a plenary session and share
some of the highlights of their discussions.

It can be useful to organise the discussion around particular areas, for

example, Communications, Coordination or Logistics. This can help focus
participants and promote discussion and it can also make it easier to identify
common themes and issues across the different participant groups. For
example:

Key areas Worked well Room for Recommendations

improvement

Leadership and
coordination

Communication

Logistics

Note: The learning that comes from this session should be documented and
made available to all participants as a summary or report.

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 17

 STEP FIVE LESSONS LEARNT
DVD SEC TION 6

“A lesson identified is not a lesson learnt unless it OVER TO YOU

is taken on board and put into action.” 3 This video and workbook were made with the purpose of encouraging you
to organise a SimEx of your own, so that you can better prepare yourself,
colleagues, partners and the local communities you work with. We hope
PUT TING THE LEARNING INTO AC TION these resources provide you with the information and tools you need to
The learning that occurs during the exercise means little, if it doesn’t lead get started.
to changes and improvements to policies and plans. The feedback and
We wish you well.
recommendations captured during the hot debriefs and evaluation session
should be used by the various participant groups to update their plans,
streamline systems and improve policies. CHECKLIST FOR STEP FOUR AND FIVE – EVALUATION
This may take some time. To check on progress and keep momentum going AND LESSONS LEARNT
you may want to organise a meeting three or six months after the SimEx,
which would bring key participant groups back together to review the Have you…
changes that have been made and discuss what still needs to be done.
Scheduled a post-event debrief session
PRAC TICE MAKES PERFEC T Booked a debrief venue and organise some refreshments

One of the most common recommendations received after a SimEx is the Decided how you would like to facilitate the day
need for more drills and exercises. Participants see the value of taking part Arranged for someone to document the learning
in simulations like this and they understand that the more plans are tested
the more likely they are to be implemented successfully when a real disaster
occurs. Other useful resources

Simulation Exercises can range from small to large. It doesn’t matter what World Café - www.worldcafe.com
the size. A SimEx is an opportunity to raise awareness, test systems and allow Open Space - www.openspaceworld.org
people to practice the response plans. It develops the skills and knowledge Professional Development resources - www.preventionweb.org
of individuals and can also help improve relationships and coordination
within teams and between organisations. Ultimately, it is about making sure
when a disaster hits people are ready and prepared.

3 Simulated Emergency Response: A guide to running field exercises, ADRA and World Vision

18 DISASTER SIMULATION EXERCISES A how to guide for the Pacific

ANNEX ONE SELEC TING A DESIGN TEAM

Considerations Tasks
1. Composition: ideally a total of 5-9 members. Selected from: Ensure representation of all key participant groups
SimEx lead agency(s)
SimEx partner agencies (actively participating in the simulation), including local NGOs
National and local government disaster management offices
Location country representatives
International NGOs or UN bodies
Others as deemed appropriate

2. Critical Competencies (collectively within the design team) Identify competencies of each member and assign
Strategic leadership with expertise in disaster management and team building and an understanding of organisational politics functional roles where appropriate, e.g. SimEx Leader,
Research and intelligence gathering Security Officer or Liaison Officer etc
Scenario building
Interviewing skills
Innovation and future orientation
Technical specialities relative to emergency management for example rapid assessment, shelter, WASH and security
Planning and organising
Budgeting and finance

Core Responsbilities of the design team are: Allocate all the key responsibilities and tasks to specific
Determine exercise objectives design team members
Engage in scoping visit and gain authorisation for SimEx
Develop action plan to guide SimEx planning
Develop the disaster scenario, injects (news, sitreps, reports, functional based incidents) training schedule, Exercise Master
Schedule, including key activities and monitoring/evaluation plan, Risk Management Plan
Select and brief role players
Communicate and liaise with participants and key stakeholders
Identify and manage the logistics associated with the SimEx
Identify and acquire any specialist resources required
Become the SimEx Management team to control and monitor the SimEx

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 19

ANNEX T WO SAMPLE INTER-AGENCY AGREEMENT
Agreement between Agency Y, Agency X and Agency Z
Interagency Emergency Simulation, Fiji, July 2014

The three agencies have agreed to collaborate to develop and conduct an interagency emergency 9. review risk management principles and their application at both the organizational
simulation in Fiji from 21–29 July, 2014. The time will be divided between training of participants and personal levels to ensure safety and security for all personnel within the context
(3 days) and a community based emergency simulation (4 days). One day will be dedicated to a of disaster response
debrief.
10. discuss the different frameworks for coordinating a response to a major disaster
in the Pacific within the context of regional and national mechanisms, including
The following persons are overall responsible for the exercise:
government and UN-initiated approaches
HEA Capacity Building Manager, Agency Y
Humanitarian Program Coordinator, Agency X
Manager, Emergency Management, Agency Z
By the end of the Fiji SimEx Field Exercise participants will:
1. apply the learning and practice skills gained during the preceding workshop
Goal and Objectives
The goal for this programme is to build the capacity and capability of the agencies’ networks in the 2. test and evaluate the disaster response plans of the agencies participating in the
South Pacific to respond to major disasters and to strengthen local disaster response networks and SimEx
inter-agency relationships. 3. practice disaster response procedures as per each participating agency’s plans and
within the context of Fiji disaster response protocols
By the end of the Fiji SimEx Workshop participants will be able to: 4. examine their agency’s disaster response preparedness and planning at the local,
1. demonstrate how to use emergency communication equipment and global positioning national and regional levels and propose recommendations for improvements
systems and solve common problems encountered with their use
5. strengthen functional relationships within agencies and wider coordination teams
2. identify mapping resources and how these can be used effectively in disaster response
6. describe the role and responsibilities of key stakeholders in disaster response,
3. locate information about, describe the purpose of, and explain how to apply key including local and regional government, UN agencies, donors, Red Cross and INGOs
humanitarian quality and accountability principles and standards including the Code of
7. assess their personal and technical competencies critical for persons engaged in
Conduct for Red Cross and NGOs in Disaster Relief, the Sphere Humanitarian Charter and
emergency response and evaluate what further development they might need
Minimum Standards in Disaster Response, Humanitarian Accountability Project and specific
agency commitments 8. practice good media engagement and how to prepare for and handle media
interviews
4. demonstrate the application of each respective agency’s disaster response operational
guidelines / policies 9. participate in a forum where key disaster response agencies can discuss what their
role might be in a major disaster and how this might be coordinated
5. recognize and protect appropriately vulnerable groups in a disaster response
10. develop and implement a risk management plan and evaluate the effectiveness of
6. review, discuss and share different agency-specific assessment tools and their application in
the plan
a disaster response
11. collect, analyse and interpret assessment data for the development of short to
7. recognize the role of media in emergency response, explain how to engage with the media,
medium-term operational plans
and discuss how it can be an effective tool for NGO’s to communicate their work
12.document the knowledge gained so that it can be shared within each organisation
8. apply an internationally recognised incident management system for managing the response
and the humanitarian sector at large
to a disaster

20 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

Personnel Signatures
Agency Z will take the lead role in coordination of all aspects of the simulation and appoint a
lead Exercise Director. The Director will be responsible for formulating the training schedule and
leading the exercise and keeping it focused within the pre-defined scope and objectives.

The Director will be supported by a design team made up of representatives from all agencies. HEA Capacity Building Manager, Agency Y Date
The role of this team is to advise the Exercise Director during the development of the training
program and exercise scenario and planning the mechanics of implementing the exercise.
Humanitarian Program Coordinator, Agency X Date
Each agency will provide approximately 10 Exercise Participants to engage in the training and
simulation activities. Pre-session assignments will be required of all exercise participants.
Manager, Emergency Management, Agency Z Date
Each agency will assign monitors whose role it is to provide independent guidance to the
simulation exercise. They will assist in assessing whether the exercise objectives are being met,
as well as measure whether activities are occurring at the right time and manner. They will also
provide advice and instruction to the exercise participants and feedback to the director on staff
care issues.

Exercise Observers may engage in the exercise at the discretion of the Exercise Director. An
observer has no active role within the exercise but is present for professional and/or personal
awareness and training purposes. They may contribute for procedural improvements.

Finance
There will be both individual agency expenses and shared agency expenses relative to the
scoping visit, design work, training and simulation activities. Each agency will be respectively
responsible for all expenses associated with their personnel, whether design team members,
participants, monitors and observers. This includes international and national travel, insurances,
visas, accommodation, food, and per diems (if provided).

Shared expenses will be covered as per the budget in Appendix I (it is anticipated that variations
may occur within this budget, but this estimate will provide a guide in preparation for the
activities). Agency Z will be responsible for managing the majority of the shared costs and will
provide an invoice to the other agencies following the completion of all activities, after covering
all the expenses. In the event where Agency Y or X pays for a shared expense, this amount will be
deducted from the total charged by Agency Z.

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 21

ANNEX THREE SAMPLE SIMEX BUDGET
The budget below is from a simulation conducted in Fiji in 2010. When budgeting for a simulation it is
important to use accurate figures and update the budget if, and when, costs change. This is an example
2.10 Simulation Monitors (scoping + simulationx2) 30 3 trips  
only.
2.11 Agency W partner (scoping, pre-sim, simulation) 30 3 trips  
Fiji Simulation Exercise Budget 2.12 Agency X Monitors (scoping + simulation) 30 2 trips  
Simulation / Training 21 - 29 July 2010
2.13 Agency Y Monitors (scoping, pre-sim, simulation) 30 3 trips  
Project Budget: Version 1, 15 April 2010
2.14 Media/Comms (Agency W) 30 1 trips  
Source of Funds: USD 2.15 Agency W participants (x12) 30 1 trips  
Agency W 3,700 2.15 Agency X participants (x?) 30 0 trips  
Agency X 3,700
2.16 Agency Y participants (x?) 30 0 trips  
Agency Y 3,700
Agency Z 2,000 2.17 Trainer + Monitor 30 1 trips 30.00
TOTAL 13,100   Accommodation        
2.18 Simulation Facilitator (Scoping + SimEx) 100 12 days 1,200.00
UNIT # OF Unit Shared
  LINE ITEM Simulation Monitors (Scopingx1, Simulationx2)
COSTS UNITS Type Cost USD 2.19 100 12 days  
(ADRAx2)
1.0 Personnel         2.2 Simulation Monitors (x?) Agency X 100 9 days  
1.1 Simulation Facilitator       3,500.00 2.21 Simulation Monitors (x?) Agency Y 100 9 days  
  Sub-total Personnel       3,500.00 2.22 Simulation media (Agency W) 100 9 days  
2.0 Travel / Accommodation / Per diems         2.23 Trainer + Monitor 100 9 days 900.00

  International Travel - Air tickets         2.24 Simulation Participants (Agency Wx12) 60 6 days  
2.25 Simulation Participants (Agency Xx?) 60 6 days  
2.1 Simulation Facilitator 800 1 trips 800.00
2.26 Simulation Participants (Agency Yx?) 60 6 days  
2.2 Simulation monitors (AgencyWx1, Agency Y x1, ) 800 2 trips  
  Other Travel Related Costs        
Simulation Monitors (Agency Xx3) (scopingx1,
2.3   3 trips   Per Diem - Simulation Facilitator (scoping +
simulation x2) 2.27 50 11 days 550.00
simulation)
2.4 Simulation Media (Agency Z) 750 1 trips  
Agency W partner per diem local person for
2.28   12 days  
2.5 Trainer + Monitor 800 1 trips 800.00 scoping visit + pre-sim + sim visits
2.6 Simulation Participants (x10) (Agency W) 1,200 10     Agency X partner per diem scoping visit &
2.29 50 11 days  
simulation
2.7 Simulation Participants (x?) (Agency X)        
2.30 Per diem Agency W - scoping visit   2 days  
2.8 Simulation Participants (x?) (Agency Y)        
2.31 Agency X local person for scoping visit   2 days  
  Domestic Travel         2.32 Agency Y - Local person for scoping visit   2 days  
2.9 Simulation Facilitator (scoping + simulation) 30 2 trips 60.00 2.33 Agency Z - Scoping visit   2 days  

22 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

2.33 SAVE - Scoping visit   2 days  
2.34 Van hire + fuel costs (scoping visit) 150 2 days 300
2.35 Food costs - Simulation Monitors (Agency Wx2) 45 9 days  
2.36 Food costs - Simulation Monitors (Agency X) x? 45 9 days  
2.37 Food Costs - simulation monitors (Agency Y) x? 45 9    
2.38 Food costs - Simulation media (Agency W) 45 9 days  
2.39 Per diem - Facilitator 50 10 days 500
2.4 Food costs - Agency W participants x 12 50 6 days  
2.41 Food costs - Agency X participants x ? 50 6 days  
2.42 Food costs - Agency Y participants x? 50 6 days  
2.43 Van for monitors x2 120 4 days 960
2.44 Fuel for Van 50 4 days 400
2.45 Driver accommodation & food (x2) 60 4 days 480
2.46 Guest Speakers 250 6 people 1500
2.47 Team “kitty”        
  Sub-total travel       8,480.00
3 Activity Costs        
3.1 Simulation        
3.2 Simulation / training venue & associated costs 500 1 sites 500
3.3 Communication BGAN, Iridium, etc (Agency W) 1200 1 sites  
3.4 Communication BGAN, Iridium, etc (Agency X)        
3.5 Communication BGAN, Iridium, etc (Agency Y)        
3.6 Stationery / photocopying 200 1 sites 200
3.7 Teaching materials 200 1 sites 200
3.8 Admin costs        
3.9 Coordination cell 55 4 days 220
  Sub-total activity costs       1,120.00
  TOTAL PROJECT COSTS (1-3)       13,100.00

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 23

ANNEX FOUR SET TING SMART GOALS & SAMPLE OBJEC TIVES
When identifying the key objectives for the SimEx it can be useful to consider the SMART Sample SimEx Objectives
method: (adapted from an exercise in the Pacific SimEx Programme 2013):

Specific
A specific goal has a greater chance of being accomplished than a general goal. It can be Apply lessons learnt, and consolidate best practices identified during previous
useful to ask the five “W” questions: simulation exercises
Apply learning, and practice skills gained during the training workshops preceding the
Who: Who is involved?
simulation exercise
What: What do I want to accomplish? What do I need to accomplish it?
When: What is the timeframe? Further develop skills in how to design, conduct and evaluate a simulation exercise
Where: Where is this going to happen? Test and evaluate the early warning system via broadcast radio stations and the SMS
Why: What are the specific reasons/ benefits of accomplishing this goal? system
Test and evaluate the disaster response plans of the communities, provincial and
Measurable
national government and other key stakeholders participating in the SimEx
How will you know if the objectives have been achieved? It is vital that you consider how you
will evaluate progress or performance against your objectives. International humanitarian Test and evaluate participating schools’ evacuation plans
standards, such as Sphere and the Red Cross Code of Conduct provide indicators of best Practice and evaluate the setting up of an evacuation centre at xx village
practice in disaster response and some agencies may also have policies in place, guiding Practice and evaluate the set-up and operation of the xx Province Emergency
performance and conduct of staff, which can be utilised. Operations Centre (EOC)

Achievable Test and evaluate the chain of command and communication from participating
There is no point setting up participants to fail. So the design team needs to ask, is this communities, to the Provincial EOC, and to the National EOC
actually possible? Are there some other things that need to be achieved first? Strengthen functional relationships within and between participating agencies and the
wider coordination teams
Relevant
Collect, analyse and interpret community and rapid assessment data for the
Is this a worthwhile goal or objective? Does it support or align the other objectives? Is this the
development of short to medium-term operational plans
right time to do this?
Describe the role and responsibilities of key stakeholders in disaster response, including
Timely communities, provincial and national government, local NGOs, UN agencies, donors, Red
Where possible, a goal should be grounded within a time frame. This may be more relevant to Cross and INGOs
dealing with the recommendations that result from the exercise. Increase understanding of the national disaster response coordination system, and how
this intersects with the coordination (cluster) system used regionally and globally
Participate in an evaluation forum where participating communities and key stakeholders
can discuss and evaluate learning and best practices arising from the SimEx
Document the knowledge gained so that it can be shared within each organisation and the
humanitarian sector at large, both nationally and regionally

24 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

ANNEX FIVE SAMPLE RISK MANAGEMENT PLAN
Note: This is a example only. Each Risk Management Plan will be unique to the local context and particular nature of the exercise.

Description Impact Pbl’ty Impct Risk Management Responsibility

Vehicle Accident- Travelling Injury Seatbelts to be worn at all times in vehicles All Participants &
to/from simulation and Death Drivers to be checked for safe driving Monitors
training sites Loss of organizational reputa- Participants to hold drivers licence Participants advised to avoid
tion travelling during hours of darkness
Suspension/termination of Vehicles to be checked for roadworthiness and current insurance
simulation exercise Participants to be briefed on procedures in case of an emergency
Financial loss Emergency contacts to be provided in case of an accident
Criminal charges Likely Major Med Staff and participants advised to ensure they have medical insurance
cover for the duration of the simulation
Vehicle Accident- Injury Where possible, drivers not to enter residential areas/depart from All Participants &
In simulation with Death main roads Monitors
communities Loss of reputation Speed limits to be observed
Suspension/termination of Participants to hold drivers licence
simulation exercise Participants to be briefed on procedures in case of an emergency
Financial loss Emergency contacts to be provided in case of an accident
Criminal charges Likely Major Low Parking area to be identified and marked out

Accidents - Participants/ Death/injury of individuals Monitors with first aid training to be identified and available in case Monitors with 1st Aid
monitors suffer physical of emergency Training
harm during simulation or Emergency contact list and procedures agreed Security Team
training exercises Participants should avoid dangerous behaviour All Participants
Staff and participants advised to ensure they have medical insurance
Possible Moderate Med cover for the duration of the simulation

Accidents- Community Death/injury of individuals Participants to ensure own safety before involving themselves in a Monitors with 1st Aid
members suffer physical or Risk of retribution local incident Training
psychological harm during Legal & financial implications Any incident immediately reported to emergency services & SimEx Security Team
simulation Loss of organisational Director
reputation Monitors & participants with first aid training to be called upon if
Suspension or termination of necessary
simulation activities Possible Major Med Protocol to be observed and inform the community well in advance

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 25

 Disease- Hygiene-related Staff/participants advised to: All Participants
* follow standard guidelines around food hygiene while travelling
* wash hands before all meals
* drink bottled water only
Possible Moderate Low * ensure they have medical insurance cover for the time of the simulation

Criminal Activity- Theft Loss of property Staff/participants advised to maintain low profile and not show off high- All Participants
Emotional harm to individuals value items in public Security Team
Staff/participants advised to lock valuables in hotel safe or carry with
them
Staff/participants advised to ensure all belongings are covered by
appropriate travel insurance
Possible Low Low Suspicious behaviour to be reported to security team

Criminal Activity- Mug- Loss of property Limit the kind of activities done at night and for female staff to be All Participants
ging/Assault Physical & emotional harm to accompanied in the village as well as appropriate transport arrangements Security Team
individuals made for female staff to travel home/ or hotel safely
Staff/participants advised to maintain low profile and not show off
high-value items in public
Staff/participants not to share details of simulation activities or staff
movement unnecessarily
Possible Low Low Suspicious behaviour to be reported to security team

Legal Concerns- Breaches Harm to community All staff/participants to be briefed on child protection and other legal All Participants
of Child Protection Laws & members/children protocols before deploying to communities Simulation Leader-
Policies Loss of organisational Organisational protocols to be followed by all staff/participants ship
reputation Unlikely Low Low Breaches in organizational protocol to be reported by participants or
Legal repercussions Control Team members at once
Legal Concerns- Challenges Loss of organisational Support and approval has already been sought from Local Authorities Simulation Leader-
to Simulation Activities reputation Support and approval has already been sought from community ship
Suspension/termination of leadership
simulation activities Any problems to be immediately reported to SimEx Director
Breakdown in relationship with
local authorities Unlikely Low Low

26 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

Community Relations- Loss of community goodwill to Participants to remain observant to community behaviour & concerns All Participants
Misunderstandings occur Simulation Exercise Participants to behave with cultural sensitivity and treat all community
between simulation Loss of community goodwill to members with respect and dignity
participants and participating agencies Design Team to monitor relationships for any signs of tension & advise
community members Physical risk to participants accordingly
Suspension or termination of Formally thank community leaders at the end of simulation
simulation activities Remind participants at daily briefings that they are guests of the
Complaints lodged at official/ community and working under community goodwill
governmental level Arrange local press release at the end of the simulation expressing
Organizational reputation Possible Moderate Med appreciation for community support

Simulation Management- Physical risk for separated team Each team to ensure they have a meeting point established All Participants
Team members become members Individuals to ensure they all have personal emergency communications Monitors
lost/separated from the Creation of undue concern options Security Team
rest of their team Time lost relocating team Team leaders to know where their team-members are at all times (and
member monitors to check this)
Team breakdown Unlikely Moderate Low Missing staff to be reported to monitors & security staff within 30 minutes
Staff to ensure they do not wander off without informing others
Simulation Management- Participants stop learning Participants to communicate with simulation leadership if they feel they Simulation
Participants unable to Participants lose goodwill are under undue pressure Design Team
differentiate between Teams break down Team leaders to monitor team members for undue distress Monitors
simulation and reality Possible emotional/ Daily briefings and debriefs to be held to frame simulation start/end Psychologist
resulting in emotional/ psychological harm points All Participants
psychological distress Removal of participants from Psychologist on hand to provide psychological support if required
simulation Monitors to observe participants for signs of undue distress
Legal and financial Design team to ensure simulation challenges participants but does not
ramifications Unlikely Moderate Low unduly distress them

Colour Risk level Measures required

Green Low Normal control and monitoring measures will be sufficient.

Orange Med This requires measures to manage the likelihood or consequence of a risk and active monitoring.

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 27

ANNEX SIX SIMEX SUPPORT MATERIAL
FOR EXERCISE ONLY FOR EXERCISE ONLY FOR EXERCISE ONLY FOR EXERCISE ONLY The sea will be rough in the affected areas with heavy swells. People, including
sea going vessels are strongly advised not to go out to sea until the system moves
out of the area. Heavy rainfall and flooding, including coastal flooding is expected
Vanuatu Meteorology and Geo-Hazards over Penama, Malampa, Shefa and Tafea Provinces.
Department
Tropical Cyclone Warning Centre The Vanuatu Meteorological Service will issue the next warning on Tropical
Telephone: (678) 22932, Fax: (678) 27414 Cyclone Yola at 3:00pm today. People over Penama, Malampa, Shefa and Tafea
Email: [email protected] Provinces should listen to all Radio Outlets to get the latest information on this
Website: http://www.meteo.gov.vu
system.

This warning is also available on our website www.meteo.gov.vu.

TROPICAL CYCLONE WARNING #1
For Immediate Broadcast ______________________________________________________________

Note: Forecast Tracks are not intended to be broadcast on Local Radio Outlets, just
Tropical Cyclone Warning Number 1 issued by the Vanuatu Meteorological Service, Port Vila for information.
at 12:00pm VUT Saturday 08 June 2013 for Malampa, Shefa and Tafea Provinces.
KM – Kilometers
At 11:00am local time today, Tropical Cyclone Yola was located at 16.4 degrees South 172.2 KM/HR – Kilometer per hour
degrees East, square letter K, number 6 (K, 6).This is about 440 KM northeast of Efate, and K – Knots
420KM east of Ambrym. Tropical Cyclone Yola moved in a west southwest direction at 8 NDMO – Vanuatu National Disaster Management Office
KM/HR (4 knots) in the past 3 hours.

The central pressure of the system is estimated at 990hPa. Winds close to the centre are
estimated at 75KM/HR (40KTS). Tropical Cyclone Yola is forecast to be at 16.9 degrees
South 171.2 degrees East within the next 24 hours. Gale winds of 75KM/HR (40KTS) will be
expected to affect Malampa, Shefa and Tafea Provinces in the next 24 to 48 hours. Winds over
these areas will strengthen as the system continues to move west southwest.

Forecast Positions
Date and Time Position Intensity
+06 hours (5pm, 8 Jun) 16.5S, 171.5E 40 KTS (75 KM/HR)
+12 hours (11pm, 8 Jun) 16.9S, 171.2E 40 KTS (75 KM/HR)
+18 hours (5am, 9 Jun) 17.0S, 170.8E 40 KTS (75 KM/HR)
+24 hours (11am, 9 Jun) 17.1S, 170.4E 50 KTS (95 KM/HR)
+36 hours (11pm, 9 Jun) 17.6S, 169.5E 50 KTS (95 KM/HR)
+48 hours (11am, 10 Jun) 17.7S, 168.4E 70 KTS (130 KM/HR)

28 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

 FOR EXERCISE ONLY FOR EXERCISE ONLY FOR EXERCISE ONLY FOR EXERCISE ONLY Tsunami Reports: Assessment Team A
Location: Second Lagoon (Club Hippique area) at community A – Village 1
Time: 10:00am
Government of the Republic of Vanuatu 20 Dead
National Disaster Management Office 15 Missing
Phone: +678 23035/ +678 22699 Email: 140 Families are affected
[email protected] 10 pregnant women in area
Post: NDMO, Private Mail Bag 9107 Location: Second Lagoon(Club Hippique area) at community A – Village 2
Port Vila, Vanuatu Time: 10:25 am
10 men and 3 women seriously injured
28 Children (10 boys and 9 girls) are injured
Urgent assistance requested
EMERGENCY OPERATIONS CENTRE
Location: Second Lagoon (Club Hippique area) at community A – Village 1
SITUATION REPORT #3 Time: 10:30am
Diarrhea spreading in men, women, and children
Incident/ Event: Tsunami Sitrep No: 03 Request: Doctor or Nurse to treat sick
Date: Tuesday 6th Nov. 2012 Time: 3.00pm Location: Second Lagoon (Club Hippique area) at community A – Village 2
From: NATIONAL EMERGENCY OPERATIONS CENTER Time: 10:38 am
To: NATIONAL DISASTER COUNCIL Copies to: Ministers, Donors, VHT members Significant damage to buildings
92 houses damaged and 58 destroyed
Situation Schools and shops are flooded within Nambutu Lagoon area - no way to reach affected area
At 5.00 am this morning a 7.6 earthquake has struck 20 kms off the coats of Port Vila at a depth of 10km,
triggering a 3 meter tsunami in Lagoon No. 2 at 7 am followed by a second 2m tsunami at 7:30am, the
closest town of Ekipe has also been affected. Current Operations
Community Response: CDCs are undertaking assessment in various locations on impact
On Monday Nov. 5 2012, Lagoon No, 2 has borne the brunt of a wall of people and their needs plus extend of damages to properties. Community members are
of water that has flushed down Lagoon No, 2. Communication with returning home to check their properties.
the area is limited but initial reports in the last 24 hours are that
many villages were hit by tsunami. The NDMO led the assessment to Provincial Response: PDCS are compiling assessment reports from other islands to send
Lagoon No, 2 in the early hours of this morning and found most of back to the NDMO.
the affected towns and villages are still under the flood.
National Response: NDMO is putting together all assessment reports for the NDC and
Situation Stats coordinating with VHT members to respond to immediate needs of people as the situation
The NDMO also compiled reports from other islands on the unfolds
impact on people and level of damage done by the tsunami to throughout the country.
properties.
International Assistance: Offers have been received from Australia, UNOCHA, NZ, World
Bank, UNICEF, OXFAM. These offers will be use for further assessment to collect as much
Provinces Dead Missing Serious Minor Houses Tanks information as possible for NDC decision.
Injuries Injuries damaged destroyed
Future Operations: Continue to get updated assessment reports from PDCs and CDCs on
Torba 0 12 3 10 4 needs and extend of damages. Deployment search and rescue teams and other specialists
Santo 29 65 68 47 42 21 to afffected area. Request assistance from VHT members for immediate NFI needs.
Ambrym 12 22 30 35 4 Recommendations: NDC to continue to meet as further information is receive on impact
Tanna 8 25 12 30 20 2 on lives and properties to determine extend of Government support for response.
Deployment of cluster grouping for assessment on other locations.
Efate 40 23 13 28
Total 89 147 126 148 66 27 APPROVED FOR DISTRIBUTION - EXERCISE ONLY
DIRECTOR, NDMO
These following reports were received from the phone calls and SMS reports while on Efate a field
assessment was undertaken on 6 November 2012 at 10:00am – 11:00am.
DISASTER SIMULATION EXERCISES A how to guide for the Pacific 29
ANNEX SEVEN SAMPLE AC TION PLAN
Task Personnel Due Comments Task Personnel Due Date Comments
Date Agencies to feed available resources for the All 24 July
Training: Training specialist 2 June simulation exercise to Logistics Officer. To include
-Confirm training needs with participant groups. number of:
(CDCs – first aid, NDMO – NEOC set up + public - Communication equipment – radios, BGANS, Sat
communications, NGOs – International phones, GPS, etc
humanitarian standards) - Branded clothing – caps, t-shirts’, field vests,
-Approach locally based trainers or consider design lanyards, backpacks etc.
team expertise - Promotional items – pens, note pads, etc
-Book venues - First Aid kits

Contact local IFRC, IFRC Australia to source posters 2 June Recommendation of simulation name 24 July
on the Code of Conduct. Confirm Injects: 27 July
Develop communication plan for organisation and Comms Officer 14 July - Identify role players in the community and Liaison (3 weeks
management of exercise prepare briefs Officer #1 pre-sim)
-Develop support materials such as weather Comms
Look into D Fever, cholera & typhoid outbreaks 14 July reports, Sit Reps, media releases etc Officer
risks that exist and report to security officer
Confirm training time schedule: Training 3 Aug Incl: pen, paper,
Risk Management plan / hazard identification Security Officer 15 July - Liaise with staff at the venue to specialist (2 weeks handouts, eval
Arrange for a permit for the gathering for the Logistics Officer 15 July confirm workshop numbers, dietary requirements, pre-sim) form, timetable
SimEx arrival times, etc
-Contact trainers to confirm timing, resources
Arrange permit for OH&S and radio frequency Logistics Officer 15 July needs etc
allocations with government -Create participants training resource package,
Link up with fire, police and military and confirm Liaison Officer #1 20 July including evaluation form
their role and involvement in the simulation.
-Confirmation in writing. Brief local media about the upcoming SimEx Comms 10 Aug
Officer (1 week
Confirm other key stakeholders and their role and Liaison Officer #2 20 July pre-sim)
level of involvement in the SimEx Organise final visit to communities to brief partici- Liaison 10 Aug
Develop likely scenario and possible injects, role SimEx Leader 24 July pants and role players Officer #1 (1 week
players and circulate to Design team for feedback pre-sim)
-Create matrix of key plans/systems that need
testing based on objectives
-Draft Master Schedule
-Consider resources needed for each activity

30 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

ANNEX EIGHT SAMPLE MASTER SCHEDULE (SIMEX FIJI, 2013)

Date Time Description Responsibility Anticipated Response Resources Required

(Function)
0900 Tabletop Exercise
Oct 4 1400 Control Team Briefing SimEx Leader PPT presentation
Oct 5 Saturday
Oct 6 Sunday
Note: The exercise will run as per real time. The times given below are actual times.
Day 1
Logistics / Management Team
Oct 7
0800 Van + 2 cars to transport monitors/observers/ Community · Community Monitors and Observers meet Roster for transport
cameraman/SimEx Director to the field monitor at Hexagon Hotel by 0745 Roster for location
· School Monitors and Observers meet at
Schools monitor Hexagon Hotel by 0830
· Monitors and Observers know where they
will work for the morning and what response
they are to monitor/observe
~1100 Pick up Monitors from schools and return to Exercise SimEx Director and support team to meet and Van + driver
Control Room debrief
~1300 Pick up Monitors from communities and return to SimEx Director and support team to meet and Van + driver
Exercise Control room debrief
Refreshments Monitors Water and food will be provided for:
· Monitors and Observers in the field
· Staff at Exercise Control Room
Communication Contact List for Management Team members
Comms for management team: via mobile ph
Safety and security responsibilities – All day All
Day 1
Scenario Summary
Oct 7
0600 Weather forecast bulletin #1 (flooding of low lying areas) Fiji Met Service Will be released by Nadi DO 0730 to
Sent by Fiji Met Service to: NDMO, DO Nadi, AFL, NZ distribution list as per the Nadi Basin Flood EWS
High Commission, SimEx Director Nadi District Office MOU
0700 Weather forecast bulletin #2 (severe flooding) Will be released by Nadi DO 0830, as above
0800 Weather forecast bulletin #3 (severe flooding) Will be released by Nadi DO 0930, as above
0830 Nadi EOC activated with skeleton staffing · Refer to below section ‘EOC’

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 31

 Date Time Description Responsibility Anticipated Response Resources Required
(Function)
0930 Alert Level: flood siren activated DO, Nadi · Activated when 3.5m at Nadi River Water Siren activated - voice message in 3 languages
Level Station warning of likelihood of flooding
· Siren at Sikituru activated Same message repeated once every 5 minutes,
· Activation done by DO via mobile phone three times.
· CDMC Chair activate Community Disaster Plan
for ‘Alert Level’ (refer to below section “Com-
munities x 5”)
· Principals initiate school plan for ‘Alert Level’
(refer to below section)
0945 DO, Nadi calls HOD meeting · Key Government Ministry/Dept HODs Note: for the duration of the exercise the
notified of meeting assumption is made that the mobile network
· HODs attend meeting will continue to function.
· Briefing from DO on the current situation
· Identify preparedness/pre-positioning/
available resources, capacity to respond
· DO requests HODs to provide EOC staff
· EOC staffing confirmed
1000 Evacuation Level: flood siren “continuous” DO, Nadi · Activated when 4.0m at Nadi River Water Sirens continuous for 15 minutes
Level Station Voice message in three languages telling people
· Siren at Sikituru activated to evacuate
· Activation done by DO via mobile phone
· CDMC Chair activates Community Disaster It is expected the siren can be heard in all five
Plan for ‘Evacuation Level’ (refer to below sec- communities and four schools.
tion “Communities x 5”)
· Principals initiate school plan for ‘Evacuation
Level’ (refer to below section)
1030 Nadi EOC fully staffed DO, Nadi · Refer to below section ‘EOC’
~1230 All clear siren sounded. · Evacuated community members return Monitors at each community location phone
home SimEx Director when hot debrief completed.
When all community hot debriefs completed
SimEx Director phones DO for activation of All
Clear siren.
Day 1 Nadi District EOC and Western Division EOC
EOC x 2
Oct 7
0830 EOC operational with skeleton staffing · Receive briefing from DO 2 injects from Exercise Control Room
· Set-up EOC
· Receive and log any calls received
0835 DO Nadi advises Division Commissioner Western that
EOC established with skeleton staffing, and briefs him
on the current situation

32 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

Date Time Description Responsibility Anticipated Response Resources Required
(Function)
~1045 Receive call from Denarau Corporation EOC requesting Denarau · Call / request logged Request from Denarau Corporation will include
assistance: Corporation EOC · Picked up by logistics/health trigger for AFL assistance
1) for woman in early labour Controller · Call to AFL and ambulance to make
2) to evacuate tourists x8 to Nadi Airport arrangements Refer to Airports Fiji Ltd section below
· Document outcome
· Monitor / check successful completion
1300 EOC handover – change of staff DO, Nadi · Outgoing team briefs incoming team.
· Documentation is complete and full
· Handover documentation is completed
1330 Hot debrief of outgoing EOC Team #1 Discuss and identify with EOC Team #1:
· How well did the EOC function?
· What would they do differently next time
(lessons learnt)
· What worked really well (best practices)
· What would they change in the EOC Plan?
1300 - EOC operations (Team #2) DO, Nadi Continue as for the morning
1600
1500 1st Coordination meeting held Controller Note: Meeting chaired by Nadi DO
· Update on current situation
· Reports received from organisations/cluster
to identify who’s doing what where
· Forward planning
· Set date and time for next meeting
1600 EOC activities cease
1600 Hot debrief with EOC Team #2 Discuss and identify with EOC Team #2:
· How well did the EOC function?
· What would they do differently next time
(lessons learnt)
· What worked really well (best practices)
· What would they change in the EOC SOP/
Plan?
1630 Day 1 EOC Exercise concludes
Day 1 Communities: Yavusania, Sikituru, Navatulevu,
Communities x 5
Oct 7 Maqalevu
0730 Receive Weather Bulletin #1 (low lying areas likely to · Disseminate information Community Disaster Plans
flood) · Convene CDMC committee
· Preparations for possible flooding
0830 & Receive Weather Bulletins #2 & #3 · Disseminate information Community Disaster Plans
0930 · Update CDMC committee
· Prepare for possible evacuation of village

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 33

Date Time Description Responsibility Anticipated Response Resources Required
(Function)
0930 ‘Alert Level’ siren sounds · Preparations for evacuation of village Community Disaster Plans
CDMC Chair activates Community Disaster Plan for siren CDMC Chair commenced CDMC vests
‘Alert Level’ · Evacuation Centres prepared
· Households prepare to carry essential items
with them:
o Prescription medications
o Prescription glasses
o Valuable documents e.g. land
ownership deeds, passport/ID
o Valuable items e.g. money, jewellery,
wallet/purse
o If able, carry drinking water, food
items, clothing
· Households prepare their home for
evacuation / secure goods / secure livestock
· Special needs of children, elderly, disabled
considered
1000 ‘Evacuation Level’ siren sounds · Evacuation of villages commenced Community Disaster Plans
CDMC Chair activates Community Disaster Plan for siren CDMC Chair · Households carry essential items with them: CDMC vests
‘Evacuation Level’ o Prescription medications Village emergency kits
o Prescription glasses
o Valuable documents e.g. land
ownership deeds, passport/ID
o Valuable items e.g. money, jewellery,
wallet/purse
o If able, carry drinking water, food
items, clothing
· Special needs of children, elderly, disabled
catered to
· Evacuate to identified Evacuation Centres as
per Community Disaster Plan
· Communicate evacuation status of the
community to Nadi EOC
· Remain at the Evacuation Centre until after
the hot debrief

34 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

Date Time Description Responsibility Anticipated Response Resources Required
(Function)
~1130 Hot debrief with evacuees. Discuss and identify with evacuees:
· How effective were the early warning/sirens?
· How well did the evacuation go, how was the
management of the Evacuation Centre?
· What would they do differently next time
(lessons learnt)
· What worked really well (best practices)
· What would they change in the evacuation
plan/Evacuation Centre Management?
Thank the community members for their
participation
Community members return to their homes
~1200 Hot debrief with CDMC members Discuss and identify with CDMC:
· How effective were the early warning/sirens?
· How well did the evacuation preparations/
actual evacuation/Evacuation Centre Man-
agement go?
· What would they do differently next time
(lessons learnt)
· What worked really well (best practices)
· What would they change in the Community
Disaster Response Plan?
Medical Response: Hospital / Nadi Health centre
~1045 Road Traffic Accident on main road near McDonalds, Telephone call from · Call from motorist who witnessed the ac-
with 20 accident victims Exercise Control cident to Police Liaison at Nadi EOC
Room · Police and Health alerted
· Police SOPs
· Medical (mass casualty) SOP
Media
Three components of engagement: Managed by Ministry of Information
1) General pre-simulation awareness Contact: Mob:
2) Reporting on the simulation exercise
3) Role playing media as in a real event
Airports Fiji Ltd
0600 + Receive copies of weather bulletins Duty Manager · Activate Airport EOC AFL (operator) ph no:
· Deploy inflatables x 3 + craft operators +
~1100 Call from Nadi EOC requesting assistance to evacuate EOC Controller observers x 2 Observers:
1 pregnant woman in early labour + 8 tourists from · Pick up tourists x8 from Denarau Port
Denarau Port to Newtown Beach · Transport tourists to Newtown Beach
· Transfer to Airport EOC
· Conduct debrief of tourists
· Return to Denarau via road transport

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 35

 Date Time Description Responsibility Anticipated Response Resources Required
(Function)
~1230 Conduct internal debrief Document lessons learnt/good practices
Send copy of debrief report to SimEx Director
Military, Police, Fire
Will have liaison persons at the Nadi EOC Will respond to incidents as required Fire:
Police Division Fire Officer, Mob
1005 – 1015 & 1025 – 1030: Ratu Navula School Nadi Station Officer, Mob
main road crossing
1045: RTA near McDonalds
Fire
1045: RTA near McDonalds
1600 Conclusion of the Simulation Exercise
Day 3
Oct 9
0900 Debrief / Evaluation
1300 Lunch

36 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

ANNEX NINE DEVELOPING INJEC TS
Adapted from Simulated Emergency Response: A guide to running field exercises, ADRA and World Vision

An inject is a made up situation designed to replicate a likely event or requirement during an emergency, they
should always be linked to the training objectives. An inject necessitates a reaction from the response team,
but they can also be included in the simulation in order to educate participants on what incidents should not
be responded to and how to prioritise their workloads. The activity resulting from an inject can vary from
making a phone call, to completing a document, organising a meeting or conducting an assessment.

Evaluating responses – For an inject to have the desired impact during the simulation it needs to be well
thought through. There should be an understanding of how the participants should react and what the end
result of the inject should be. For some injects it might be useful to require the use of organisational
procedures or adherence with international humanitarian standards.

Prepared vs. Dynamic injects – In order to ensure the simulation runs smoothly, it is best to prepare all injects
in advance and have them allocated for a certain time in the Master Schedule. However, simulations are
dynamic and therefore the simulation management team should be flexible enough to adapt and create new
injects during the simulation dependent upon how the participants respond to the pre-planned injects.

Examples – Below are some examples of generic injects intended as a starting point to stimulate ideas, injects
are can be as varied as the imagination and resources of an organisation allow.

NDMOs: Half of pre-positioned stocks are destroyed when warehouse collapsed

Key staff members unable to get into work due to road damage
International request for funding priorities
Concern over bridge and road conditions
Inaccurate situation updates broadcast by local media
BBC & CNN request immediate interviews

NGOs: Regional & Global partners offer rapid response teams

Communities request school supplies
Local tension about unfair distribution of aid
Donors release funds – call for proposals

Communities: Lack of drinking water available

Violence breaks out at the evacuation centre
General Co-ordination Meeting
Regional WASH Cluster meeting

Schools: Child goes missing during evacuation process

Teacher injured
Parents do not arrive to pick up some of the children

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 37

ANNEX TEN TIPS FOR BRIEFING PARTICIPANTS
All participants should be briefed, prior to the simulation exercise. This is especially
important if there is no pre-SimEx training offered. The briefing will help them to
understand the rationale for the simulation and how it will be run. A general brief could be
organised or participants could be briefed on location in their groups/teams.

The briefing should:

Outline the primary aims and objectives of the exercise
Provide basic timings, including any hot debriefs that have been scheduled and the post
event evaluation
Explain how the exercise will be run, e.g. how injects work, how to interact with the role
players, the role of the monitors, what to do if there is a problem etc
Explain what will happen if there is a real emergency, ie use of No Duff
Allow participants an opportunity to ask any questions or request clarifications

Things to remember:
Real disasters always have an element of surprise so try not to give away any details
about the actual disaster itself, use a generic scenario in your descriptions
Emphasise to participants the importance of taking the SimEx seriously, this is a valuable
opportunity to test plans and practice what they know

38 DISASTER SIMULATION EXERCISE A how to guide for the Pacific

ANNEX ELEVEN HOT DEBRIEF EXAMPLE TEMPLATE

Activity Responsible To do Comments from participants

Hot debrief with CDC about xxxx from Management Discuss and identify with CDC members:
the establishment and Team
management of the Evacu- How well did the Evacuation Centre function?
ation Centre
What would they do differently next time (lessons learnt)

What worked really well (best practices)

What would they change in the Evacuation Centre plan?

Additional comments from observers

How well did the team work work together?

Did participants meet the standards as outlined in the Master

Schedule?

DISASTER SIMULATION EXERCISES A how to guide for the Pacific 39

This guide was produced with the support of the New Zealand Aid Programme, in partnership with Adventist
Development and Relief Agency (ADRA) New Zealand, Caritas Aotearoa New Zealand, Christian World Service,
Oxfam New Zealand, Rotary New Zealand, TEAR Fund New Zealand and UNICEF New Zealand.

40 DISASTER SIMULATION EXERCISE A how to guide for the Pacific