Orange County NC Website
Browse       Search
Orange County 2012 Exercise Series Proposal e nv i rMSAFE <br /> Global Eap•rianO.-Local Expertise <br /> The minutes and action items for the MPC will be prepared and distributed to Planning Team <br /> members within ten working days of the meeting. During the time between the MPC and FPC, <br /> EnviroSafe staff will finalize all exercise documents with input from the POC. If additional <br /> conference-call planning meetings are required, the EnviroSafe Project Lead will schedule and <br /> facilitate such meetings. <br /> 5. Final Planning Conference <br /> The Final Planning Conference will be held at a designated meeting area and all Planning Team <br /> members and interested community partners will be invited to attend. The following items will <br /> be discussed at the FPC: <br /> • Procedures for exercise conduct <br /> • Review and approve all final drafts of exercise materials <br /> • Logistical requirements for exercise <br /> • Review exercise objectives, design, and scope <br /> 6. Exercise Evaluation <br /> Evaluation staff will observe and evaluate responses to the scenario using the Exercise <br /> Evaluation Guide (EEG). As a part of the evaluation process, evaluators will attend the exercise <br /> hotwash and make notes of any items identified by participants which should be included in the <br /> EEG. The EnviroSafe staff research analyst will analyze exercise data in order to identify trends <br /> and correlate measures of association. <br /> The Participant Feedback Forms will also be used as an important part of the evaluation process. <br /> Participant views are influenced by variables such as professional experience, personal <br /> experience, level and quality of training, workplace environment, fear of failure, and other <br /> variables. EnviroSafe surveys players using a Participant Feedback Form intended to capture <br /> player perception. As a result, participant feedback forms illustrate the topics that players <br /> identify as the greatest problems for overall response for their agency or department. <br /> The information identified on feedback forms suggests performance issues such as activities <br /> performed well or those requiring improvement. In this case, the information from feedback <br /> forms suggests how agencies perceive their preparedness, which is not the same as capability. <br /> For instance, we find that with some agencies, the leadership group may have developed a new <br /> plan, but frequency with which staff practices the plan is insufficient. The plan may not have <br /> been tested, and yet its existence leads many to believe that the agency is better prepared because <br /> the plan exists. Without testing the plan and adopting changes, no one can know how effective it <br /> will be. <br /> Beyond evaluator observations and inquiries, players often focus on problems affecting their <br /> immediate jobs and may fail to see the big picture. A connection must be made between player <br /> perceptions and true capabilities to close the gap of understanding. For the manager charged with <br /> 9 <br />