VZCZCXYZ0003
RR RUEHWEB

DE RUEHML #3504 2980248
ZNR UUUUU ZZH
R 250248Z OCT 07
FM AMEMBASSY MANILA
TO RUEHFSI/DIR FSINFATC
INFO RUEHC/SECSTATE WASHDC 8699
RHHMUNA/CDRUSPACOM HONOLULU HI

UNCLAS MANILA 003504 
 
SIPDIS 
 
DEPT FOR FSI/LMS/CMT, EAP/EX, EAP, EAP/MTS, S/ES-O/CMS 
SIPDIS 
 
E.O. 12958:  N/A 
TAGS: PGOV RP AMGT AEMR ASEC KESS OTRA
SUBJECT: LESSONS LEARNED - CRISIS MANAGEMENT EXERCISE 
 
 
¶1. Summary:  Embassy Manila hosted a Crisis Management Exercise 
September 17 and 18.  Post extends thanks to instructor Douglas 
Kinney for conducting a successful exercise. 
 
¶2. Format of the CME:  The three hour Overview Training was 
appropriate to explain the need for such exercises, where the EAP 
and the CME fit into Post's overall planning, and stimulate interest 
in the second day's session.  The four-hour tabletop exercise was 
appropriate to allow participants to understand the dramatic 
incident and its ramifications, and then begin to address the facets 
of the problems inherent in initial crisis management. 
 
¶3. A note for future planning especially for large volume visa 
issuance posts is to allow as much advance notice as possible to be 
given to the consular section so that more entry-level interviewing 
officers may be able to attend. Appointments are scheduled weeks in 
advance, making it imperative to give the consular section a chance 
to adjust the number of interviews. 
 
¶4. Selection of Scenarios:  The high magnitude earthquake with its 
attendant problems was an excellent choice for a post with multiple 
compounds, dispersed offices, housing, and schools. The scenario 
allowed unique solutions to be raised as possibilities, such as 
using bicycles and motorcycles to travel otherwise unusable streets 
during the first crucial hours when normal communications and travel 
may not be possible. 
 
¶5. Intervention by the Controller:  The controller encouraged the 
participants to presume specific conditions as the scenario unfolded 
and did not interrupt, nor pressure the group in any particular 
direction. The controller was a resource when needed, but otherwise 
was appropriately in the background. 
 
¶6. Controller's observations for Post Management:   The controller 
praised Post for excellent tradecraft, and the depth of leadership 
in the EAC and supporting sections. The controller complemented our 
team, saying that the full Emergency Action Committee, EAC 
alternates, key LE staff, and interested officers participated 
enthusiastically and performed very well.  The active participation 
of the DCM and EAC members was important to the success of the 
exercise, and Manila's LE staff proved to be unflappable and 
resourceful as conditions developed. 
 
¶7. Different response post-exercise:  While some suggestions may 
require negotiation with the host government to implement, some of 
the discussions during the exercise could easily change 
previously-planned responses by some departments and agencies. 
Members of the EAC learned of capabilities of constituent sections 
and agencies, and will incorporate these into the EAP.  A revelation 
during the exercise was the IBB has the capability to redirect its 
transmitter to broadcast nationwide at 1 million watts, with host 
nation approval. 
 
¶8. Lessons learned:  Post properly focused on concern for others 
throughout the exercise.  Participants created worst case scenarios 
to fully explore possibilities and responses, demonstrating 
confidence in their staff's abilities.  Post addressed the question 
of children at schools early to allow parents to focus on other 
responsibilities during a crisis.  The EAC assumed correctly that 
the cell phone system, especially depended upon here in the 
Philippines, would be the first system to go down in such a crisis, 
and tried to work around it.  Post has immediate and accurate 
information on available water, fuel, and power at the Embassy and 
Seafront Compounds during the first critical weeks of such a 
crisis. 
Overall, Post produced a 45-point Lessons Learned target list and a 
ten-point Best Practices list. 
 
¶9. CMT Overview training: This session was enhanced by the materials 
sent in advance and a well-formulized presentation.  The PowerPoint 
slides were well designed and useful to the discussion.  The 
controller drew participation from the audience, and the 
participants responded positively by inviting more of their 
colleagues and subordinates to the second day's session. 
 
¶10. Optimal frequency of CMEs:  While a twenty-four month cycle 
would allow for a greater overlap of participants - thus balancing 
experience with innovation, Post also recognizes that the large 
number of unaccompanied posts visited by FSI/CMS does not allow for 
such a robust 
bi-yearly schedule. 
 
KENNEY