*For the*

![](media/image1.png){width="2.7597222222222224in" height="0.64375in"}

*By*

![](media/image2.png){width="2.59375in" height="0.2611111111111111in"}

December 12, 2002

## table of Contents {#table-of-contents .Table-of-content}

[Acronyms ii](#acronyms)

[Introduction iii](#introduction)

[Special Considerations 1](#special-considerations)

[Budget 1](#budget)

[Staffing 1](#staffing)

[Time Commitments 3](#time-commitments)

[Workshop Planning and Logistics 1](#workshop-planning-and-logistics)

[Responsibilities 1](#responsibilities)

[Schedule for Planning 1](#schedule-for-planning)

[Participation Policies and Invitation Lists
2](#participation-policies-and-invitation-lists)

[Invitation Materials 5](#invitation-materials)

[Facilities 6](#facilities)

[Food 7](#food)

[Signs 7](#signs)

[Equipment and Supplies 7](#equipment-and-supplies)

[Workshop Content and Conduct 9](#workshop-content-and-conduct)

[Agenda and Activities 9](#agenda-and-activities)

[Scenario Development and Conduct 11](#scenario-development-and-conduct)

[Workshop Follow-Up 14](#workshop-follow-up)

[Workshop Handout Materials 14](#workshop-handout-materials)

[After Action Report 14](#after-action-report)

[Thank You Letters 14](#thank-you-letters)

**Appendices**

Appendix A: Workshop Planning Checklist

Appendix B: Sample Invitation Materials

## Acronyms {#acronyms .1-Heading-FHWA}

## 

CST Civil Support Team

EM Emergency Management

FAA Federal Aviation Administration

FBI Federal Bureau of Investigation

FEMA Federal Emergency Management Agency

FHWA Federal Highway Administration

FRA Federal Railroad Administration

FTA Federal Transit Administration

HAZMAT Hazardous Materials

JTTF Joint Terrorism Task Force

WMD Weapons of Mass Destruction

## 

## Introduction {#introduction .1-Heading-FHWA}

This guide provides information about how to develop a
multi-jurisdictional workshop featuring tabletop exercises focused on
disruption of a transportation network through a terrorist related
event. It is based on the experiences of the Federal Highway
Administration (FHWA) and Booz Allen Hamilton in conducting 10 workshops
during the summer of 2002.

The FHWA workshops focused on transportation operations emergency
prepared and response. The overall objectives were:

1.  Increase participant awareness of the critical processes, issues,
    and activities that may arise during and following an emergency, and
    of the possible approaches for addressing these.

2.  Enhance working relationships among personnel from multiple
    organizations responsible for emergency preparedness and response in
    each of the 10 regions.

3.  Identify area for improvement for transportation emergency response
    planning and readiness in each of the 10 regions. Determine next
    steps to address these areas.

4.  Provide input to transportation emergency preparedness guidance
    material being prepared at the national level.

To achieve these objectives, the workshop featured two-days of tabletop
exercise, group discussion, and case study presentations. Participants
included executive and operations managers from multiple emergency
planning and response agencies within the focus area. The focus area for
most of the workshops was the metropolitan area level. However, one
workshop was focused on a 60-mile stretch of rural Interstate Highway
that is a key freight route.

An important element of the workshops was their multi-jurisdictional
nature. Exercises were designed to require interaction among many
different jurisdictions and agencies. Effort was made to include
participants from as many jurisdictions within the focus area as
possible, within the 75-participant limit.

This guide provides instructions on how to plan a workshop similar to
those conducted. The guide describes issues that should be considered
before planning begins, as well as how to plan workshop logistics,
workshop content and conduct, and prepare follow-up materials.
Supplemental materials provided on CD-ROM include:

-   Workshop Flyer Template

-   Registration Form Template

-   Scenario Templates 1 and 2 (Situation Manuals)

-   Scenario Presentation Templates 1 and 2

-   Special Presentation Examples

-   Evaluation Form Template

For more information about this product, please contact Mr. Vince Pearce
at <vince.pearce@fhwa.dot.gov> or Ms. Nancy Houston at
Houston_nancy@bah.com.

## Special Considerations {#special-considerations .1-Heading-FHWA}

Planning an emergency preparedness workshop requires significant
commitments. It is important to remember that participants will be
making significant time commitments to attend, so putting on a quality
workshop with valuable results is critical. Organizers should consider a
number of factors before deciding to undertake the planning effort.

## Budget {#budget .2-Heading-FHWA}

Budgets for conducting a workshop can vary significantly based on how
the workshop is designed. The number of participants will have a large
impact on the budget because it affects almost all budget factors. The
following items should be considered when determining a budget:

-   Staff support

-   Facilities

-   Equipment

-   Food

-   Materials and supplies

-   Materials shipping

-   Travel

## Staffing {#staffing .2-Heading-FHWA}

Staffing may be the most important factor in the outcome of a workshop.
Staff and organizers will be required to perform the following
activities:

-   [Plan the exercise scenario]{.underline} -- Scenario planners
    require knowledge of terrorist and weapons of mass destruction
    capabilities, emergency response processes, and exercise dynamics.
    Extensive research may be necessary. Assistance from individuals who
    are familiar with the local environment is extremely helpful.

-   [Lead the workshop and present materials]{.underline} -- It is good
    to have a single lead facilitator to emcee or manage the workshop.
    This individual needs to manage workshop time, provide direction and
    context for activities, keep the audience focused, present
    materials, and facilitate large group discussions. Additional
    presenters and facilitators add variety to the workshop and provide
    a break for the lead facilitator.

-   [Facilitate breakout group discussions]{.underline} -- Breakout
    groups should have a maximum of 10 to 15 participants each. Breakout
    group facilitators have to keep breakout discussions moving and
    focused. Experience with facilitation and understanding of the
    subject matter are critical.

-   [Take notes]{.underline} -- A notetaker is needed for every breakout
    group. A notetaker must be able to record and synthesize information
    quickly (and often simultaneously) and recognize key points. In the
    FHWA workshops, notetakers had to have excellent computer skills to
    assemble a power point presentation in the last 15 minutes of the
    breakout discussion for use immediately afterward in the brief back
    presentations. It is not realistic to expect facilitators to take
    adequate notes while leading the discussion. Asking participants to
    take notes limits their participation in discussions and, generally,
    does not result in quality notes. Notetakers will also need to
    accurately record large group discussions for use in After Action
    Reporting and follow-up activities.

-   [Coordinate logistics]{.underline} -- Conducting a workshop requires
    a great deal of logistics coordination before and during the
    workshop. Before the workshop, logistics coordinators must arrange
    for facilities, food, equipment, materials and supplies, participant
    invitations and special accommodations, and often travel. Someone
    must ensure that all necessary planning activities are on schedule
    and coordinate between the parties involved. Immediately prior to
    the workshop, an individual who is familiar with the workshop
    activities should check the facility arrangements, inventory and
    test equipment, and communicate expectations to other workshop
    organizers and facility staff. During the workshop, an individual
    without other key roles should monitor logistics (lights,
    temperature, equipment function, food arrangements, etc) and respond
    to problems.

-   ![](media/image3.png){width="0.8291666666666667in"
    height="0.8291666666666667in"}[Supervise registration]{.underline}
    -- Several individuals will be needed at the beginning of the
    workshop to greet participants, record their attendance, verify
    their contact information, and provide them materials and
    instructions.

**Skilled and experienced staff can make the difference between a
successful workshop and one that is a waste of participants' time.
Careful consideration should be given to the choice of facilitators.**
Facilitators must command respect from the audience to keep their
attention throughout and make participants comfortable discussing
sensitive information. Participants respond best to facilitators who are
members of their own peer group and understand the issues they face.
Inexperienced facilitators tend to try to participate in the discussions
rather than lead them. This tendency is ineffective and turns
participants off. It is also important that facilitators not be viewed
as having biases or promoting their own agendas; consequently,
facilitators from outside the region are often better choices than
insiders. Outsiders can also bring perspectives from other regions. This
allows them to ask probing questions, which can uncover weaknesses or
needs and to provide helpful insights in follow-up reporting.

## Time Commitments {#time-commitments .2-Heading-FHWA}

Workshop planning requires significant time commitments. It is important
that volunteers understand what may be involved when committing to
assist. Dedicating staff or hiring consultants may be necessary to
ensure that planning functions receive adequate and timely attention.
Schedules and time estimates should be determined along with the budget.

## Workshop Planning and Logistics {#workshop-planning-and-logistics .1-Heading-FHWA}

## Responsibilities {#responsibilities .2-Heading-FHWA}

Workshop planning will most likely be done by a team of people.
Determining key workshop objectives, goals and focus should be a group
effort. However, many planning activities will fall to individual team
members. Responsibility should be assigned for the following tasks
(these are also provided in a checklist in Appendix A):

[Workshop Content Development]{.underline}

-   Develop scenario

-   Collect related background and supporting material

-   Determine and invite speakers

-   Prepare presentations

-   Prepare participant materials

[Workshop Logistics]{.underline}

-   Arrange for facility, food, and equipment

-   Make staff travel arrangements

-   Ship supplies and materials

[Participant Invitations and Registration]{.underline}

-   Prepare invitation list

-   Prepare and send invitation materials

-   Respond to questions and special requests from invitees

-   Record and confirm RSVPs

-   Follow-up with critical non-respondents

-   Prepare participant nametags, name tents, contact lists, and
    registration materials

[Administration/Oversight]{.underline}

-   Monitor budget and schedule

-   Coordinate staff activities and communicate expectations

## Schedule for Planning {#schedule-for-planning .2-Heading-FHWA}

Table 1 indicates a suggested schedule for carrying out many of these
activities.

## Table 1. Workshop Planning Schedule {#table-1.-workshop-planning-schedule .5-Figure-and-Table}

+--------------------+-------------------------------------------------+
| ##                 | ######## Activity                               |
| ###### Time Period |                                                 |
|                    |                                                 |
| (Prior to Workshop |                                                 |
| Date)              |                                                 |
+--------------------+-------------------------------------------------+
| 3-6 Months         | Establish planning team and assign              |
|                    | responsibilities                                |
+--------------------+-------------------------------------------------+
|                    | Determine budget and schedule                   |
+--------------------+-------------------------------------------------+
|                    | Develop workshop goals and objectives, and      |
|                    | agenda                                          |
+--------------------+-------------------------------------------------+
|                    | Identify and invite welcome and special         |
|                    | speakers                                        |
+--------------------+-------------------------------------------------+
|                    | Begin planning exercise scenario and collecting |
|                    | related and supplemental materials              |
+--------------------+-------------------------------------------------+
|                    | Reserve facility; arrange for food and          |
|                    | equipment                                       |
+--------------------+-------------------------------------------------+
|                    | Develop invitation list and contact information |
+--------------------+-------------------------------------------------+
|                    | Develop invitation material                     |
+--------------------+-------------------------------------------------+
| 2 Months           | Send invitation material                        |
+--------------------+-------------------------------------------------+
|                    | Develop signs or coordinate directional signage |
|                    | with facility                                   |
+--------------------+-------------------------------------------------+
| 3 Weeks            | RSVP deadline for participants                  |
+--------------------+-------------------------------------------------+
|                    | Follow up with critical participants            |
+--------------------+-------------------------------------------------+
|                    | Finalize scenario based on expected             |
|                    | participation                                   |
+--------------------+-------------------------------------------------+
| 1 Week             | Create participant lists, nametags, name tents, |
|                    | etc.                                            |
+--------------------+-------------------------------------------------+
|                    | Produce participant materials                   |
+--------------------+-------------------------------------------------+
|                    | Ship all materials and supplies to the facility |
+--------------------+-------------------------------------------------+
|                    | Confirm facility, food, and equipment           |
|                    | arrangements                                    |
+--------------------+-------------------------------------------------+
| 1 Day              | Check facility arrangements                     |
+--------------------+-------------------------------------------------+
|                    | Test equipment                                  |
+--------------------+-------------------------------------------------+
|                    | Set up materials                                |
+--------------------+-------------------------------------------------+
|                    | Conduct workshop staff meeting                  |
+--------------------+-------------------------------------------------+

## 

## Participation Policies and Invitation Lists {#participation-policies-and-invitation-lists .2-Heading-FHWA}

Participation in the FHWA workshops was by invitation only. This was
necessary to manage the workshop size, ensure attendance by the correct
people, and control distribution of potentially sensitive material.

![](media/image3.png){width="0.8291666666666667in"
height="0.8291666666666667in"}A target invitation list should be
determined based on the workshop goals and type of exercise. The FHWA
workshops targeted management and specialized staff from a wide cross
section of agencies, as described in Table 2. While it is good to be as
inclusive as possible, it is also important that all participants have
an interest in the exercise. **The invitation list should be tailored to
the exercise.**

## Table 2. Potential Workshop Participants {#table-2.-potential-workshop-participants .5-Figure-and-Table}

+----------------------------+-----------------------------------------+
| **Agencies**               | **Staff**                               |
+----------------------------+-----------------------------------------+
| **State and Local Level    |                                         |
| Agencies/ Organizations**  |                                         |
+----------------------------+-----------------------------------------+
| Departments of             | -   Operations Managers                 |
| Transportation/Public      |                                         |
| Works                      | -   Maintenance Managers                |
|                            |                                         |
|                            | -   Public Information Officers         |
+----------------------------+-----------------------------------------+
| Fire, Police, Sheriff, and | -   Incident Commanders                 |
| Emergency Medical Services |                                         |
|                            | -   Anti-terrorism Coordinators         |
|                            |                                         |
|                            | -   Hazardous Materials (HAZMAT)        |
|                            |     Response Team Leader                |
|                            |                                         |
|                            | -   Public Information Officers         |
+----------------------------+-----------------------------------------+
| Hospitals                  | -   Disaster Planners                   |
+----------------------------+-----------------------------------------+
| Transit                    | -   Operations Managers                 |
| Agencies/Authorities       |                                         |
|                            | -   Security Managers                   |
+----------------------------+-----------------------------------------+
| Bridge, Tunnel, or Toll    | -   Operations Managers                 |
| Authorities                |                                         |
|                            | -   Security Managers                   |
+----------------------------+-----------------------------------------+
| Stadium Authorities        | -   Operations Managers                 |
|                            |                                         |
|                            | -   Security Managers                   |
+----------------------------+-----------------------------------------+
| Metropolitan Planning      | -   Transportation Planning Managers    |
| Organization/ Council of   |                                         |
| Governments                | -   Emergency/Disaster Planners         |
+----------------------------+-----------------------------------------+
| Private freight            | -   Trucking or Rail industry           |
| organizations\*            |     representatives                     |
+----------------------------+-----------------------------------------+
| Mayor's/Governor's Offices | -   Emergency Coordinators              |
|                            |                                         |
|                            | -   Public Information Officers         |
+----------------------------+-----------------------------------------+
| Local Media (Optional)     | -   Trusted representative              |
+----------------------------+-----------------------------------------+
| **Federal Agencies**       |                                         |
+----------------------------+-----------------------------------------+
| Federal Bureau of          | -   Field Office WMD\*/JTTF\*\*         |
| Investigation (FBI)        |     Coordinator                         |
+----------------------------+-----------------------------------------+
| Federal Emergency          | -   State Emergency Coordinator         |
| Management Agency (FEMA)   |                                         |
+----------------------------+-----------------------------------------+
| Federal Highway            | -   Division Administrator              |
| Administration             |                                         |
+----------------------------+-----------------------------------------+
| Federal Transit            | -   Regional Administrator              |
| Administration (FTA)       |                                         |
+----------------------------+-----------------------------------------+
| Federal Aviation           | -   Regional Emergency Transportation   |
| Administration (FAA)       |     Coordinators                        |
+----------------------------+-----------------------------------------+
| Research and Special       | -   Regional HAZMAT Safety Assistance   |
| Projects Administration    |     Team Leader                         |
| (RSPA)                     |                                         |
+----------------------------+-----------------------------------------+
| USDOT Federal Railroad     | -   Regional representative             |
| Administration (FRA)       |                                         |
+----------------------------+-----------------------------------------+
| National Guard             | -   Civil Support Team Leader           |
+----------------------------+-----------------------------------------+
| Coast Guard                | -   WMD\* Coordinator                   |
+----------------------------+-----------------------------------------+

\*Sources include MPO freight councils or state trucking and rail
associations

\*\* WMD -- Weapons of Mass Destruction

\*\*\*JTTF - Joint Terrorism Task Force

Invitation of local media should be based on their relevance to the
scenario and existing relationships with local media personnel. Local
media have important roles in emergency response. However, planners of
the FHWA workshops were concerned that local media participation may
stifle open discussion of potentially sensitive information. The
decision must be made at the local level.

The FHWA workshops were limited to 75 participants. Factors to consider
in determining workshop size include:

-   Facility and budget capacity

-   Facilitator/breakout group capacity---assume 12 to 15 participants
    per breakout group

-   Workshop goals---the larger a group, the more difficult to
    accomplish specific tasks or goals

![](media/image3.png){width="0.8291666666666667in"
height="0.8291666666666667in"}Because capacity will presumably be
limited, it will be necessary to balance the number of agencies
represented with the number of personnel from each agency. **It is
important to establish policies regarding participant substitutions and
additional participants and to state these policies in the invitation
material*. ***It may be necessary to turn away other interested parties.

![](media/image3.png){width="0.8291666666666667in"
height="0.8291666666666667in"}After the RSVP deadline, it may be
necessary to follow-up with invited participants who are key to the
exercise scenario but have not replied. Consequently, **phone and e-mail
addresses should be included when assembling invitation contact lists**.
Critical participants may include:

![](media/image5.png){width="4.885416666666667in" height="5.625in"}

**Critical Participants**

-   Fire Department Incident Commanders from impacted jurisdictions

-   State and local police Commanders from impacted jurisdictions

-   FBI Field Office Representative

-   State and local Transportation Operations/Traffic Engineering
    Representative

-   Transit Authority Representative

-   Representatives from facilities effected by the scenario (e.g.,
    stadium or port authorities)

-   County Emergency Management Agency Representative

-   Medical/Hospital Disaster Preparedness Coordinator

##  {#section-3 .2-Heading-FHWA}

## Invitation Materials {#invitation-materials .2-Heading-FHWA}

Possible invitation materials may include:

-   Invitation letter

-   Informational brochure

-   Registration form

-   Maps or directions to the facility

![](media/image4.png){width="0.8298611111111112in"
height="0.8298611111111112in"}Sample invitation materials are provided
in Appendix B.

The process of sending physical invitations and processing RSVPs is time
consuming***.* It is important to automate the process as much as
possible through development of participant databases, mail merge lists,
etc*. ***Some associations and firms offer automated invitation and
registration services, often utilizing totally electronic processes.

Answering participant question is also time consuming. Including the
following information in the invitation material is important for
reducing potential confusion or questions:

![](media/image5.png){width="4.885416666666667in"
height="5.798611111111111in"}

**Items to Include in Invitation Materials**

-   Workshop purpose

-   Workshop date, time, and agenda

-   Workshop location, address, and directions (or map)

-   Parking provisions (if necessary)

-   Workshop sponsors and organizers

-   Invited organizations and appropriate level of personnel

-   RSVP procedures and deadline

-   Policies for accepting participant substitutions

-   Food provisions (provided, fee, or not provided)

-   Dress

-   Whether material presented will be classified

-   Contact name and information

![](media/image3.png){width="0.8291666666666667in"
height="0.8291666666666667in"}

Note that the sample invitation letter is divided into two pages; **all
information personal to the participant is on the first page, while the
signatures are on the second.** This enables the page with signatures to
be duplicated and the personalized page to be electronically generated
for each participant.

## Facilities {#facilities .2-Heading-FHWA}

The best facility layout is one large room that can accommodate all
participants and staff, set up classroom style, and separate breakout
rooms for each group. Breakout rooms should be in close proximity to
encourage exchange between groups.

If breakout rooms are not available, the available room should be set up
in clusters for each breakout group. In this case, it is important that
the room be large enough to adequately separate the breakout clusters.
Having all groups in one room is not ideal because the room may become
loud, making it hard for participants to hear and remain focused.

Many facilities have large rooms with movable dividers. Placing a
cluster in each divided section works well. Dividers can then be opened
for main sessions and closed for breakout group discussions.

## Food {#food .2-Heading-FHWA}

![](media/image6.png){width="1.9361111111111111in"
height="2.5277777777777777in"}Due to the busy schedule and short time
available for lunch, the FHWA workshops had lunch served in (or just
outside) the rooms. Providing lunch, or having it available on-site,
encourages participant interaction (a key goal of the workshop). In
regions where the host was not able to pay for lunches, arrangements
were made for a caterer to provided affordable box or buffet lunches on
sight (allowance for this should be a consideration in selecting the
facility). Hosts also provided food and drinks for continental
breakfasts and snacks.

## Signs {#signs .2-Heading-FHWA}

Directional signing in the facility parking lots and lobbies is helpful.
Often the facility can provide this. A large sign at the registration
table also helps participants find the workshop and is a good way to
acknowledge sponsors.

## Equipment and Supplies {#equipment-and-supplies .2-Heading-FHWA}

Equipment and supplies are a critical part of any workshop. The
checklists below indicate equipment and supplies that were used in the
FHWA workshops:

![](media/image5.png){width="5.840972222222222in" height="8.0in"}

> **Equipment and Supplies**
>
> Basic Equipment and Supplies (Available through the Facility)

-   Table for registration set up outside main room

-   Easel for workshop sign set up next to registration table

-   Projection screen in primary room

-   LCD projector and extension cord in main room

-   Wireless microphone in primary room

-   Podium or lavaliere microphone in primary room

-   Flip charts, easels, and markers in each breakout room

-   Direction signs

> Specialized Supplies (Prepared by Organizers)

-   Participant exercise manuals and materials

-   Workshop presentation material

-   Participant nametags

-   Participant name tents

-   Sign for workshop registration table

-   Workshop registration material (lists of participants, pens)

-   Evaluation forms

-   Emergency supplies: pens, markers, tape, extension cord, stapler,
    paper

Access to printing and duplicating capabilities within the facility is
helpful for emergencies (printing nametags of participants who did not
register) and special features (providing participants copies of
material generating during the workshop).

## Workshop Content and Conduct {#workshop-content-and-conduct .1-Heading-FHWA}

## Agenda and Activities {#agenda-and-activities .2-Heading-FHWA}

##  {#section-4 .5-Figure-and-Table}

## Figure 1. Typical Workshop Agenda {#figure-1.-typical-workshop-agenda .5-Figure-and-Table}

[Welcome]{.underline} -- Workshop hosts and local dignitaries (e.g.,
Mayor's Office Representative, State Emergency Management Coordinator)
were invited to provide a welcome.

[Special Presentations]{.underline} -- Special presentations provide
information of interest to participants. The FHWA workshop featured case
studies and information from FHWA and FTA. However, local or regional
information (e.g., Introduction to the traffic management center
capabilities) is also good material for special presentations.

[Breakout Discussions]{.underline} -- Breakout groups focused on three
functional areas:

-   Public Safety

-   Emergency Management

-   Transportation Operations and Management

![](media/image3.png){width="0.8291666666666667in"
height="0.8291666666666667in"}Division of breakout groups by functional
area reflects the way personnel would be working in an actual emergency
and enabled specialization of discussions that would not be possible in
mixed groups. Discussion questions were designed to encourage frequent
communication among the groups. Participant liaisons exchanged
information between the groups during discussions. Because
transportation personnel are generally unfamiliar with emergency
management procedures, most transportation participants were assigned a
"rotation" to one of the other groups for one module. This also provided
insights on transportation issues and capabilities to the other groups.

**Ideal break-out group size is 10 to 15 participants.** Many FHWA
workshops had two Transportation Operations and Management Breakout
groups due to the large number of participants. Participants were
pre-assigned to breakout groups and Assignments were noted on
participant nametags.

Breakout group discussions were 1 to 1 ¾ hours per module, depending on
the amount of material, and focused on questions provided in the
participant manuals and other key issues that arose. The last 15 minutes
of each discussion were dedicated to identifying key action items and
issues for presentation during the Brief Back Session.

[Brief Back Sessions and Discussions]{.underline} - A member of each
breakout group was asked to present the key actions and issues from the
breakout discussion to the entire group. Presentations were limited to
10 minutes each, allowing approximately 30 minutes for questions and
discussion. These sessions are extremely important, because they are the
main times in the workshop that participants learn what other
organizations do and the challenges they face.

![](media/image3.png){width="0.8291666666666667in"
height="0.8291666666666667in"}[Identification and Discussion of Regional
Actions]{.underline} -- At the end of the workshop, the Lead Facilitator
asked participants to identify 10 or more priority needs or actions for
the region based on the exercise results. As time permitted, these were
prioritized and notes made about what entity should be responsible for
follow-up.

**A single presentation was developed to guide participants through all
workshop activities** (example provided on CD). This saved time in
loading and switching presentations. The Lead Facilitator acted as
emcee: keeping activities on schedule, introducing speakers, and leading
the large group discussions.

## Scenario Development and Conduct {#scenario-development-and-conduct .2-Heading-FHWA}

![](media/image3.png){width="0.8291666666666667in"
height="0.8291666666666667in"}The tabletop exercise is based on a
pre-planned emergency scenario. Exercises should meet a number of
criteria, described here:

1.  **Tailor to local conditions and concerns** -- Attacks should focus
    on local landmarks and points of concern. Described impacts (e.g.,
    traffic congestion) should be consistent with past experiences.
    Correct names of facilities and organizations should be used.

2.  **Impact all participating agencies** -- Response to attacks should
    impact [all]{.underline} participants. Often multi-incident
    scenarios are used. Participants can also be included through
    discussion of impacts on surrounding jurisdictions and provision of
    mutual aid assistance.

3.  **Provide adequate information for participants to react** --
    Necessary information may include descriptions of blast areas,
    extent of damage, gas clouds, plume characteristics, weather and
    temperature conditions, time of day, special events taking place,
    and victim's symptoms. These should accurately reflect the type of
    attack.

4.  **Be realistic** -- Attacks should reflect actual terrorist threats
    and patterns of activities.

5.  ![](media/image4.png){width="0.8298611111111112in"
    height="0.8298611111111112in"}**Challenge but not overwhelm
    participants** -- Attacks should be significantly disruptive, but
    not incapacitate responders (e.g., complete nuclear destruction of
    an area may be overwhelming; however, individual dirty nuclear
    devices may be good exercise material.

Consequently, **design of the exercise requires knowledge of the local
environment, and understanding of terrorism threats and their
consequences. Failure of small details in the exercise design can lead
participants to reject the validity of the exercise and render
unsuccessful results.** The FHWA workshop exercises were designed by
WMD/anti-terrorism experts from the consulting firm Booz Allen Hamilton,
with support from local public safety and transportation officials.
Several exercise scenario templates are provided in the supplemental
material to this guide.

The FHWA workshop exercises were divided into three time periods to
focus on the three primary aspects of emergency management:
preparedness, response, and recovery. A presentation was made at the
beginning of each module to describe the event scenario. A description
was also provided in participant manuals. Participants were given the
manuals at the beginning of the workshop, but asked not to read ahead.

Supplemental material also helped to make the workshop realistic and
successful. Background information on the regional transportation
network, emergency plans, and other special factors was provided in each
participant manual. Large maps of each incident site and the regional
transportation network were provided in the breakout rooms and
participants were encouraged to use and make marks on them in their
discussions. A traffic engineer from the region was provided the
scenario in advance and asked to brief the audience on expected traffic
conditions at key time intervals (15 minutes, 30 minutes, 1 hour, 2
hours) after the event.

The supplemental materials include two scenario templates that can be
used as a basis for planning. The scenario templates can be used as
participant manuals and are designed to be used in conjunction with the
agenda provided and the presentation templates. The templates present
generic scenario and workshop information, leaving placeholders where
the scenario planner should insert region-specific information.
Placeholders and instructions to the planner are in red text for
immediate visibility. Users will need to change the text to the correct
color after inserting the required information. Some of the presentation
template slides include speaking notes.

![](media/image3.png){width="0.8291666666666667in"
height="0.8291666666666667in"}The scenarios in the template assume
certain regional characteristics (e.g., port facility, rail line that
carries toxic chemicals, special events that take place in proximity to
other features, limited alternative routes to those attacked, etc.).
**The scenario may need to be materially altered to represent actual
regional conditions**. Consequently, simple plugging of information into
the scenario is not recommended. **The planner should first develop a
vision for the scenario based on workshop goals and regional
characteristics and then use applicable parts of the template
scenarios.**

Scenario 1 features detonation of a "dirty" nuclear devise at a port and
Scenario 2 features two highway bridge explosions and a chlorine gas
leak. Additional features of each scenario are described in Table 3.

## Table 3. Scenario Template Descriptions {#table-3.-scenario-template-descriptions .5-Figure-and-Table}

  ---------------- --------------------------- ---------------------------
  **Feature**      **Scenario 1: Port Dirty    **Scenario 2: Highway
                   Nuclear Explosion**         Collapse/Chlorine\
                                               Gas Leak**

  **Weapon**       Dirty nuclear bomb,         Explosives, Chlorine gas
                   explosives                  

  **First target** Ship/port                   Highway overpass

  **Second         Highway overpass            Highway rail overpass,
  target**                                     train carrying hazardous
                                               materials

  **Time of year** Summer, July 4              Summer

  **Time of day**  Morning rush hour           Evening rush hour

  **Special        Holiday travel              Outdoor festival near
  features**                                   second incident scene

  **Modes          Freight (port operations),  Freight (rail operations),
  effected**       highway                     highway

  **Major issues** Radiation preparedness,     Chemical preparedness,
                   evacuation, mass hysteria,  evacuation or sheltering
                   transportation gridlock,    for special event,
                   multi-jurisdictional        transportation gridlock,
                   cooperation                 multi-jurisdictional
                                               cooperation
  ---------------- --------------------------- ---------------------------

## Workshop Follow-Up {#workshop-follow-up .1-Heading-FHWA}

Prompt follow-up is critical to maintain the focus and momentum
generated in a workshop. This section describes important workshop
follow-up actions and reports. An organizer or host should take
responsibility for ensuring distribution of follow-up materials,
planning follow-up activities, and pursuing key actions identified.

## Workshop Handout Materials {#workshop-handout-materials .2-Heading-FHWA}

Any information that can be handed out to participants before they leave
the workshop is especially useful. These may include:

-   of brief back presentation materials

-   Lists of identified issue and action items

-   Updated participant contact lists based on actual attendance.

Generating these materials in real time and producing them before the
end of the workshop can be difficult and requires capable and prepared
staff.

## After Action Report {#after-action-report .2-Heading-FHWA}

After action reports are reports of key workshop outcomes. Included
should be:

-   Regional actions identified in the final discussions

-   Results of the brief back presentations and discussions

-   Key issues or shortcomings identified in the breakout discussions

-   Organizer and staff analysis of outcomes and recommendations.

## Thank You Letters {#thank-you-letters .2-Heading-FHWA}

It is a good idea to formally thank hosts, sponsors, and guest speakers
following a workshop.

##  {#section-5 .1-Heading-FHWA}

##  {#section-6 .1-Heading-FHWA}

##  {#section-7 .1-Heading-FHWA}

##  {#section-8 .1-Heading-FHWA}

##  {#section-9 .1-Heading-FHWA}

##  {#section-10 .1-Heading-FHWA}

##  {#section-11 .1-Heading-FHWA}

##  {#section-12 .1-Heading-FHWA}

##  {#section-13 .1-Heading-FHWA}

##  {#section-14 .1-Heading-FHWA}

APPENDIX A: Workshop Planning Checklist

##  {#section-15 .1-Heading-FHWA}

## ![](media/image5.png){width="7.139583333333333in" height="9.613194444444444in"}

**APPENDIX B: Sample Invitation Material**

**Sample Invitation Letter**

«Date»

«Salutation» «First Name» «Last Name»

«Job Title»

«Organization»

«Street Address»

«City», «State» «Zip Code»

Dear «Salutation» «Last Name»:

##  {#section-17 .sub-heading}

The «Sponsors» request your participation in an invitation-only workshop
on [Emergency Transportation Preparedness and Response]{.underline}, to
be held «Workshop Date» in «Workshop Location». The workshop is intended
to assess the «Name of Region» region's ability to respond to potential
terrorist threats and catastrophic events, and to recover critical
transportation functions. Participants will work together to develop
responses to a realistic terrorist scenario in a two-day tabletop
exercise, which has been designed by anti-terrorism «or Other» experts
from «Workshop Designer». Invited participants include senior operations
managers from area transportation, public works, police, fire, emergency
medical services, state and federal emergency management, public health,
hospital, military, National Guard and other relevant agencies and
organizations.

Your participation is very important to make this a realistic and
productive workshop. Due to the sensitive nature of the material, we ask
that only the invited participant or a single delegate attend. To notify
us of your intent, please return the enclosed registration form by
«Registration Deadline». If you have any questions, please contact
«Contact\'s Name» at «Contact\'s Phone Number»or «Contact\'s e-mail
address».

**Sample Invitation Letter (Continued)**

Page 2

This workshop is one of «Number of Workshops» such workshops to be
conducted nationwide. The outcomes may be applied to improve national
emergency response planning tools, in addition to enhancing the «Name of
Region» region's emergency response capabilities. Enclosed is a flyer
with information about the workshop schedule, location, and other
logistics. The conference hosts thank you for your attention to this
invitation, and we sincerely hope that you will help us make this
workshop a success through your participation.

Sincerely,

«Signatory\'s Name», «Signatory\'s Title»

«Signatory\'s Organization»

«Signatory\'s Name», «Signatory\'s Title»

«Signatory\'s Organization»

## ![](media/image7.wmf){width="7.270833333333333in" height="5.335416666666666in"}Sample Invitation Brochure

##  

![](media/image8.wmf){width="7.020833333333333in"
height="5.094444444444444in"}

**Sample Invitation Registration Form**

![](media/image9.wmf){width="7.145833333333333in"
height="5.277777777777778in"}

##  {#section-19 .sub-heading}

##  {#section-20 .sub-heading}

##  {#section-21 .sub-heading}

##  {#section-22 .sub-heading}

##  {#section-23 .sub-heading}

##  {#section-24 .sub-heading}

##  {#section-25 .sub-heading}

##  {#section-26 .sub-heading}

**Sample Evaluation Form**

Evaluation Form ― Emergency Transportation Operations

Preparedness and Response Workshop ― \<Name of Region\>

Role: Observer Emergency Management Public Safety Transportation
Operations / Planning

Name / Agency Name (Optional):

**I. Personal Background - Before the exercise:** *Please circle the
appropriate response.*

  ----- ---------------------------------------------- ------- ------- ------- ------- -------
  4\.   My agency's role in a WMD incident is well     **1**   **2**   **3**   **4**   **5**
        defined.                                                                       

  ----- ---------------------------------------------- ------- ------- ------- ------- -------

**II. Exercise Design**

  ------------- ---------------------------------------------- ------- ------- ------- ------- -------
  *Please rate                                                                                 
  the following                                                                                
  on a scale of                                                                                
  1 (**strongly                                                                                
  disagree**)                                                                                  
  to 5                                                                                         
  (**strongly                                                                                  
  agree**).*                                                                                   

  1\.           Was the scenario realistic and challenging?    **1**   **2**   **3**   **4**   **5**

  2\.           Was your group actively engaged during the     **1**   **2**   **3**   **4**   **5**
                exercise?                                                                      

  3\.           Was the time sufficient to play the exercise?  **1**   **2**   **3**   **4**   **5**

  4\.           Were institutional relationships encouraged    **1**   **2**   **3**   **4**   **5**
                between tables?                                                                

  5\.           Please comment on overall exercise design:                                     

                                                                                               
  ------------- ---------------------------------------------- ------- ------- ------- ------- -------

III\. Facilitators:

+----+----------------------------------------------+---+---+---+---+---+
| *  |                                              |   |   |   |   |   |
| Pl |                                              |   |   |   |   |   |
| ea |                                              |   |   |   |   |   |
| se |                                              |   |   |   |   |   |
| ra |                                              |   |   |   |   |   |
| te |                                              |   |   |   |   |   |
| t  |                                              |   |   |   |   |   |
| he |                                              |   |   |   |   |   |
| f  |                                              |   |   |   |   |   |
| ol |                                              |   |   |   |   |   |
| lo |                                              |   |   |   |   |   |
| wi |                                              |   |   |   |   |   |
| ng |                                              |   |   |   |   |   |
| on |                                              |   |   |   |   |   |
| a  |                                              |   |   |   |   |   |
| s  |                                              |   |   |   |   |   |
| ca |                                              |   |   |   |   |   |
| le |                                              |   |   |   |   |   |
| of |                                              |   |   |   |   |   |
| 1  |                                              |   |   |   |   |   |
| (  |                                              |   |   |   |   |   |
| ** |                                              |   |   |   |   |   |
| st |                                              |   |   |   |   |   |
| ro |                                              |   |   |   |   |   |
| ng |                                              |   |   |   |   |   |
| ly |                                              |   |   |   |   |   |
| d  |                                              |   |   |   |   |   |
| is |                                              |   |   |   |   |   |
| ag |                                              |   |   |   |   |   |
| re |                                              |   |   |   |   |   |
| e* |                                              |   |   |   |   |   |
| *) |                                              |   |   |   |   |   |
| to |                                              |   |   |   |   |   |
| 5  |                                              |   |   |   |   |   |
| (  |                                              |   |   |   |   |   |
| ** |                                              |   |   |   |   |   |
| st |                                              |   |   |   |   |   |
| ro |                                              |   |   |   |   |   |
| ng |                                              |   |   |   |   |   |
| ly |                                              |   |   |   |   |   |
| ag |                                              |   |   |   |   |   |
| re |                                              |   |   |   |   |   |
| e* |                                              |   |   |   |   |   |
| *) |                                              |   |   |   |   |   |
| .* |                                              |   |   |   |   |   |
+----+----------------------------------------------+---+---+---+---+---+
| 1  | 1.  Did the Facilitators keep the table on   | * | * | * | * | * |
| \. |     track and                                | * | * | * | * | * |
|    |                                              | 1 | 2 | 3 | 4 | 5 |
|    | moving forward?                              | * | * | * | * | * |
|    |                                              | * | * | * | * | * |
+----+----------------------------------------------+---+---+---+---+---+
| 2  | Did the Facilitators provide useful,         | * | * | * | * | * |
| \. | relevant technical advice?                   | * | * | * | * | * |
|    |                                              | 1 | 2 | 3 | 4 | 5 |
|    |                                              | * | * | * | * | * |
|    |                                              | * | * | * | * | * |
+----+----------------------------------------------+---+---+---+---+---+
| 3  | Overall comments on Facilitators:            |   |   |   |   |   |
| \. |                                              |   |   |   |   |   |
+----+----------------------------------------------+---+---+---+---+---+
|    |                                              |   |   |   |   |   |
+----+----------------------------------------------+---+---+---+---+---+

**IV. Personal Background - After the Exercise:**

  ------------- ---------------------------------------------- ------- ------- ------- ------- -------
  *Please rate                                                                                 
  the following                                                                                
  on a scale of                                                                                
  1 (**strongly                                                                                
  disagree**)                                                                                  
  to 5                                                                                         
  (**strongly                                                                                  
  agree**).*                                                                                   

  1\.           Do D Do you have a better understanding of:                                    

  a\.           Your role in a WMD incident?                   **1**   **2**   **3**   **4**   **5**

  b\.           Your agency's role in a WMD incident?          **1**   **2**   **3**   **4**   **5**

  c\.           The roles, responsibilities, and methods of    **1**   **2**   **3**   **4**   **5**
                other WMD responders?                                                          

  2\.           Were your personal goals met for the workshop? **1**   **2**   **3**   **4**   **5**

  3\.           Please comment on overall exercise design:                                     

                                                                                               
  ------------- ---------------------------------------------- ------- ------- ------- ------- -------

V. Overall Impression of Workshop:

+----+--------------------------------------------------+------+------+
| 1  | Please comment on the positive aspects of the    |      |      |
| \. | workshop:                                        |      |      |
+----+--------------------------------------------------+------+------+
|    |                                                  |      |      |
+----+--------------------------------------------------+------+------+
| 2  | Please comment on the areas of the workshop      |      |      |
| \. | needing improvement:                             |      |      |
+----+--------------------------------------------------+------+------+
|    |                                                  |      |      |
+----+--------------------------------------------------+------+------+
| 3  | Were the case studies and reference materials    | #    | **   |
| \. | useful?                                          | #### | No** |
|    |                                                  | #### |      |
|    |                                                  |  **Y |      |
|    |                                                  | es** |      |
+----+--------------------------------------------------+------+------+
| 4  | Did they add value to the exercise?              | #    | **   |
| \. |                                                  | #### | No** |
|    |                                                  | #### |      |
| 5  |                                                  |  **Y |      |
| \. |                                                  | es** |      |
+----+--------------------------------------------------+------+------+
|    | Please comment on the case studies and reference |      |      |
|    | materials:                                       |      |      |
+----+--------------------------------------------------+------+------+