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IdentifierCreatedClassificationOrigin
07KINGSTON271 2007-02-26 14:13:00 UNCLASSIFIED Embassy Kingston
Cable title:  

KINGSTON: LESSONS LEARNED - CRISIS MANAGEMENT

Tags:   AMER CASC ASEC AFSI KCOM OTRA KESS JM 
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VZCZCXYZ0000
PP RUEHWEB

DE RUEHKG #0271 0571413
ZNR UUUUU ZZH
P 261413Z FEB 07
FM AMEMBASSY KINGSTON
TO RUEHFSI/DIR FSINFATC  PRIORITY
INFO RUEHC/SECSTATE WASHDC PRIORITY 4381
					  UNCLAS KINGSTON 000271 

SIPDIS

SIPDIS

FSINFATC FOR FSI/LMS/CMT - JOHN HARALSON
STATE FOR S/ES-O/CMS
WHA/EX
WHA/CAR

E.O. 12958: N/A
TAGS: AMER CASC ASEC AFSI KCOM OTRA KESS JM
SUBJECT: KINGSTON: LESSONS LEARNED - CRISIS MANAGEMENT
EXERCISE (CME)

REF: DIR FSINFATC 2/7/2007



1. The following is keyed to Para 2, A-H, Reftel:

(A) Almost all participants consider the form and conduct of
the exercise to have been outstanding, and four hours to have
been sufficient to meet the objectives. Understandably, some
participants (RSO and CONS) would have welcomed the
opportunity to fully play out in detail post's responses in
certain of the scenarios, e.g., to have staged real time
simulations involving family members actually conducting
evacuation drills or working with offices of the Government
of Jamaica (GoJ) in responding to an aircraft crash.
However, post recognizes that the CME is designed as a
table-top exercise.

(B) Without exception, participants consider all of the
scenarios played during the exercise to have been extremely

valuable. Some participants believe that the number and
rapidity of scenarios might be reduced to more realistic
dimensions; however, all the scenarios were entirely
plausible and quite useful.

(C) Participants consider the intervention by the controller
to have been just about right*- limited in frequency and
duration, but insightful and quite useful.

(D) The CME did not lead to any radical changes in post's
approach or overall ability to deal with various possible
crises; however, as a result of CME post would be better
prepared, in general.

(E) Post has taken a number of lessons and best practices
for crisis management from the CME:

-- Having recently moved to its New Embassy Compound (NEC),
post now needs to move forward as expeditiously as feasible
with plans to install computers, telephones, and audio-visual
equipment in the multi-purpose room in which the CME was
staged, so that it can function effectively as a crisis
control room. Post also must address questions about
possible alternate crisis control centers.

-- Post should establish a mobile communications system as
soon as feasible.

-- Tripwires and policy on allowing AmCits inside chancery
walls in emergency scenarios must be more clearly defined.

(F) All participants found the stand-alone CMT Overview to
have been extremely useful; indeed, some considered it the
most valuable portion of the entire CME. CONS/ACS would have
preferred a lengthier stand-alone session more closely
resembling the CME, while RSO would have preferred several
mini-stand-alone sessions with actual simulations of crisis
scenarios. However, post recognizes that the CME is designed
as a table-top exercise with constraints on time and
resources.

(G) Most participants considered the optimal frequency of
CMEs for Kingston to be once every two years (present
schedule). One participant suggested that, to allow for
variations in personnel rotations, changing threat levels,
and/or specific events, CMEs be held at post's request;
another suggested multiple mini-CMEs held quarterly.
However, post recognizes the constraints of time, funding,
and resources.

(H) Without exception, participants felt that the CME had
been a valuable and instructive experience. Post appreciates
CMT's detailed planning and professional conduct of a highly
successful CME in Kingston.
JOHNSON