Organisational Debriefing

Information for the CDEM Sector [IS6/06]

January 2006ISBN 0-478-25467-9

Published by the Ministry of Civil Defence & Emergency Management

This document is not copyright and may be reproduced with acknowledgement. This document together with further information about the Ministry is available on the website: www.civildefence.govt.nz

Ministry of Civil Defence & Emergency ManagementPO Box 5010WellingtonNew ZealandTel: +64 4 473 7363Fax: +64 4 473 7369Email: emergency.management@dia.govt.nzWebsite: www.civildefence.govt.nz

Organisational DebriefingINFORMATION FOR THE CDEM SECTOR [IS6/06]

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Contents

Foreword 2

Introduction 3

Part 1: Pre-event Organisational Debriefing Considerations 4

1.1 Theaim 4

1.2 Officialinformationandprivacy 4

1.3 Keyterms 5

Part 2: Post-event Organisational Debriefing Process 6

2.1 Reporting 6

2.2 Organisationaldebriefing 6

2.2.1 Groundruleswhenundertakingorganisationaldebriefing 6

2.2.2 Typesoforganisationaldebriefs 6

2.3 Processfororganisationaldebriefing 7

2.3.1 Planningyourorganisationaldebrief 8

2.3.2 Pre-debrief 9

2.3.3 StageI:Theopening 9

2.3.4 StageII:Thesharing&discussion 10

2.3.5 StageIII:Theclosing 10

2.3.6 Dealingwiththeoutput 10

2.4 Actionsandactivitiesforpost-eventorganisationallearning 11

2.4.1 Notesfromorganisationaldebriefing 11

2.4.2 Anorganisationalreport 11

2.4.3 Identifyinglessonsfromtheevent 11

2.4.4 Reviews 11

2.4.5 Developmentofanactionplan 11

2.4.6 Lessonslearnt? 12

Part 3: Other Organisational Debriefing Models 13

3.1 NewZealandPolicedebriefingguidelines 13

3.2 NewZealandFireServicepost-eventreporttemplate 14

3.3 RuralFireAuthoritiesnationaldebriefguidelineanddebriefingtemplate 15

Annexes

AnnexA: Exampleofstructureddebriefingplan 19

AnnexB: Keyconsiderationswhendebriefing 20

AnnexC: Examplesofpromptdiagramsfordebriefing 21

AnnexD: Exampleofanorganisationaldebriefsummary 22

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Foreword

Followingtheresponsetoandrecoveryfromanumberoffloodeventsduring2004and2005,theimportanceofundertakingorganisationaldebriefingfollowinganemergencywasreinforced.CDEMGroups,emergencyservices,governmentagenciesandNonGovernmentalOrganisations(NGOs)wereeagertoidentifylessonsfromtheirexperienceofthesefloodsandtoensuretheselessonscouldbeembeddedwithinplanningarrangementsinanticipationoffutureemergencies.

Althoughthereareanumberofwaysoffacilitatinganorganisationaldebriefincludingdifferentmethodologies,thisguidelinehasbeendevelopedtoprovideaframeworkfororganisationaldebriefingthatcanbeusedbyCDEMstakeholders.ExamplesofthreeotherdebriefingmodelsarealsoreproducedinthisdocumentwiththekindpermissionoftheNewZealandPoliceService,NewZealandFireServiceandRuralFireAuthorities.

IwishtoacknowledgethepositiveinvolvementandlevelsofcommitmentthattheMinistryhasencounteredinproducingthisguidelineandlookforwardtocontinuingtoworkwithCDEMstakeholdersastogetherweimproveNewZealand’sresiliencetoemergencies.

JohnNorton

Director:MinistryofCivilDefence&EmergencyManagement

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Introduction

ThisguidelinehasbeendevelopedtoprovideaframeworkfororganisationaldebriefingthatcanbeusedbyCDEMstakeholders.Theguideoutlinesapracticalframeworkthatcanbeappliedinavarietyofsettingsbyeitherasingleagencyorbygroupsofagencies.

Recognisingthatorganisationaldebriefingmaybeanewconcepttosomereaders,examplesofthreeotherdebriefingmodelsarealsoreproducedinthisdocumentwiththekindpermissionoftheNewZealandPoliceService,NewZealandFireServiceandRuralFireAuthorities.

ThisguidelinebeginswithPart 1 – Pre-event Debriefing Considerations,whichprovidestheaimoforganisationaldebriefingandkeyconsiderationsregardingofficialinformationandprivacywhenundertakingdebriefing.

Part 2 - Post-event Organisational Debriefing Processprovidesdetailofpost-eventactivitiesincludingthepreparationofreports,undertakingorganisationaldebriefsandreviewingplansandarrangements.Thissectionprovidesastep-by-stepguidetoarrangingandfacilitatinganorganisationaldebrief.Part2alsolinkstoadditionalresourcesandtemplatesprovidedintheannexes.

Part 3 - Other Organisational Debriefing Models,inthefinalpartofthisdocument,organisationaldebriefingmodelsusedbytheNewZealandPoliceService,NewZealandFireServiceandRuralFireAuthoritiesarereproduced.

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Part 1: Pre-event Organisational Debriefing Considerations

1.1 The aimTheaimoforganisationaldebriefingisforstafftocommunicatetheirexperiencesofanemergency(egresponse,transitionand/orrecovery),anexerciseorotheractivitysothatlessonscanbeidentified.Arrangements(plans,trainingetc)canthenbemodifiedtoreflectlessonsidentifiedandbestpracticeandthereforeimprovetheorganisation’sabilitytorespondinfutureemergencies.

Itisimportantduringpre-eventplanningtoestablishaprocessforlearningfromanemergency.Thisshouldinvolveidentifyingaprocessfororganisationaldebriefingandreviewingplansandarrangementspost-event.

Itisvitalthatallstaffinvolved,regardlessofseniority,understandthatanorganisationaldebriefisaboutimprovingperformanceandnotaboutassigningblame.Allstaffwhocontributedtotheactivitybeingdebriefedshouldbeabletocontributetothedebriefingprocess.Theseexpectationsshouldbecommunicatedwithallstakeholderspre-event.

Althoughstaffsupportmechanismsarenotaddressedinthisdocumentitisimportantfororganisationstoplantoprovidearangeofsupportforstaffinvolvedinrespondingtoemergencies.Box1providesabriefoverviewofsupportmechanismsthatcouldbeofferedtostaff.

1.2 Official information and privacy OrganisationsconductingdebriefingsthataresubjecttotheOfficialInformationActortheLocalGovernmentOfficialInformationandMeetingsActmustbefamiliarwith:

• theprinciple of availabilityunderthoseActs,and

• theexceptions to disclosure,

Theorganisationshouldadviseparticipantsunfamiliarwiththesemattersoftheeffectsofthem.Participantsshouldbemadeawarethatexceptions to disclosurearelimitedandspecificandthatviewstheyexpressmaybesoughtunderanofficialinformationrequest.Reasonsnottodisclosemayinclude:

Box 1: Support mechanisms for staff

Staffshouldbeofferedarangeofsupportservicesfollowinganemergency.Thesesupportservicesshouldbemadeavailableforthosewhowishtousethemonaconfidentialbasis.Considerationshouldbegiventotheindividualinthecontextofthefamily/householdaswellastheworkplace.Supportmechanismsthatmaybeofferedinclude:

  •  supportfromfellowstaffmembers(peersupport);

  •  supportfrommanagers;

  •  accesstosupportviahelplines;

  •  accesstocounselling;

  •  encouragementofano-blameculture;

  •  psychologicalinterventionincludinglargegrouptherapy,defusingandindividualcrisisintervention;and

  •  accesstooccupationalhealthservicesforthefollow-upandaftercareofstaffandtheirfamilies.

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• toprotecttheprivacyofnaturalpersons,

• toprotectinformationsuppliedunderanobligationofconfidentialitywheremakingtheinformationavailablewouldbelikelytoprejudicethesupplyofsimilarinformation,orinformationfromthesamesource,anditisinthepublicinterestthatsuchinformationshouldbesupplied,and

• tomaintaintheeffectiveconductofpublicaffairsthroughthefreeandfrankexpressionofopinionsbyortomembersofanorganisationordepartment,etc.

Section2.3.6alsoprovidesguidanceonthedistributionofdebriefmaterial,howeveritisimportanttonotethatdecisionsondistributionmustbemadebytheorganisationbeforethedebriefisundertaken.

Whereinformationidentifiesindividuals,participantsshouldbeawarethatthePrivacyPrinciplesunderthePrivacyActapplyandshouldbeawareoftheireffect.

1.3 Key termsForthepurposesofthisdocument,threekeytermsaredefinedinPart1toensurereadersunderstandthecontextinwhichthesetermsareused:

Organisational Debriefing: OrganisationalDebriefingisaprocessinwhichstaffwithinoracrossorganisationscommunicatetheirexperiencesofhowtheirorganisationaloperatedduringanemergency(egresponse,transitionand/orrecovery),anexerciseorotheractivitysothatlessonscanbeidentified.

Structured Debriefing: StructuredDebriefingisaflexiblemodelforlearningthroughreflectionbysharingexperiences,gatheringinformationanddevelopingideasforthefuture.

Review: AReviewanalysestheplansandarrangementsinplaceatthetimeoftheevent.Itcomparesthemagainstwhatwasdoneandhowthingsdidordidnotwork.

Pre-event Checklist

✓ CDEM sector stakeholders plan to:

ascertainthelevelofdisclosureorconfidentialityofdebriefingmaterialrequiredbytheirorganisationbeforeundertakingorganisationaldebriefing.

holdappropriateandtimelyorganisationaldebriefsduringandfollowinganyevent.

holdappropriateandtimelyreviewsfollowinganyevent.

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Part 2: Post-event Debriefing Processes

Post-eventactivitywillincludepreparingreports,undertakingorganisationaldebriefs,reviewingplansandarrangementsanddocumentingandimplementinglessons.

Aswellasprovidingorganisationaldebriefingopportunitiesfortheagenciesinvolved,considerthecommunity’sneedfordebriefing.Thismaytaketheformofpublicmeetings,focusgroupsorothercommunitymeetingstodiscusswhatlessonscommunitymembershaveidentifiedfromanevent.Feedbackfromcommunitymeetingsshouldbefactoredintoorganisationaldebriefs.Suchaprocessmayalsohighlightareasoffurtherworktobedonetoresolveunderlyingrecoveryissues.

2.1 Reporting Thepurposeofreportingistomaintainaccountabilityandtransparency,tokeepthewidercommunityinformed,togainsupportandassistanceandtorecordanaccountofresponse/recoveryefforts,includinglessonsidentified.Fordetailsonpost-eventreporting,seePart6ofRecovery Management: Director’s Guideline for Recovery Management[DGL4/05].

2.2 Organisational debriefingPost-eventlearningisanessentialaspectofboththeplanningprocessandsuccessfulrecovery1.Eventsoccuronaninfrequentbasisanditis‘importanttodocumentanylessonsidentifiedfrommanagingincidentsandtochangecurrentproceduresandplansandprovidereasonsforanychanges,sothattheycanbereferredtoinfutureincidents,whichmaynotbemanagedbythesameteam.Manyofthelessonsidentifiedinmanaginganincidenthavevalueforothersworkinginthefield’2.

2.2.1 Ground rules when undertaking organisational debriefing

Itisvitalthatdebriefingiscarriedoutinamannerconducivetopromotingorganisationallearningandencouragingano-blameculture.Arney3(2000)suggestsusinggroundruleswhendebriefing.Debriefingshould:

• beconductedopenlyandhonestly

• pursuepersonal,groupororganisationalunderstandingandlearning

• beconsistentwithprofessionalresponsibilities

• respecttherightsofindividuals

• valueequallyallthoseconcerned.

2.2.2 Types of organisational debriefing

Threetypesoforganisationaldebriefingcanbeusedtopromotepost-eventlearning.Theycanbeheldatdifferenttimesforexampleattheendofeachshift,followingtheendoftheresponse,afterthetransitionfromresponsetorecovery,throughouttherecoveryactivity(suchasatthree-monthlyintervals)andfollowingtheexitstrategy.

1 Section2.2adaptedfromNorman,(2003)Organisational Debriefing(WorkingPaper)CoventryCentreforDisasterManagement,England

2 Eagles,E,Goodfellow,F,Welsh,F,Murray,V,(2003)Environmental and Public Health,HMSO,London

3 Arney,(2000)Structured Debriefing(CourseNotes)

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1 The hot (or immediate post-event) debrief Key features

• Heldimmediately after the incident response or shift is completed.

• Allowsarapid‘off-load’ofavarietyofissuesandconcerns.

• Shouldaddresskeyhealthandsafetyissues.

• Providesanopportunitytothankstaffandprovidepositivefeedback.

• Maybefacilitatedbyanumberofpeoplefromwithintheorganisation.

• Anumberofhotdebriefsmaybeheldwithinanorganisationsimultaneouslyfollowinganincident.Eachdepartment/unitmaywishtoholdtheirownhotdebrieftoidentifykeyissueswithintheirlocality.

2 The internal organisational debrief Key features

• Shouldbeheld within four weeks of the incident.Iftheincidentcontinuestobemanagedoverthemediumtolong-termitmaybenecessarytoholdregularinternalorganisationaldebriefsatkeymilestones.

• Shouldinvolvethesamekeyplayerswithintheorganisationthatwereinvolvedintheresponsetotheincident.

• Shouldaddressorganisationalissuesnotpersonalorpsychologicalissues.

• Shouldlookforbothstrengthsandweaknessesaswellasideasforfuturelearning.

• Providesanopportunitytothankstaffandprovidepositivefeedback.

• Maybefacilitatedbyarangeofpeoplewithintheorganisation.

3 The multi-agency debrief Key features

• Shouldbeheldwithin six weeks of the incident.Iftheincidentcontinuestobemanagedoverthemediumtolong-termitmaybenecessarytoholdregularmulti-agencydebriefsatkeymilestones.

• Shouldfocusontheeffectivenessofinter-agencycoordination.

• Shouldaddressmulti-agencyorganisationalissuesnotpersonalorpsychologicalissues.

• Shouldlookforbothstrengthsandweaknessesaswellasideasforfuturelearning.

• Providesanopportunitytothankstaffandprovidepositivefeedback.

• MaybefacilitatedbyarangeoforganisationssuchasPolice,LocalAuthorityorFireService.

• Mayformpartoftiereddebriefingprocess,eglocalauthoritiesinaregionaffectedbyanemergencymayundertakeaninternaldebriefinitially;followedbylocalauthoritiesintheregioncontributingtoamulti-agencyCDEMGroupdebrief;followedbyCDEMGrouprepresentativescontributingtoadebriefofgovernmentagenciesatnationalleveloradebriefbetweenaffectedCDEMGroupsandagenciesinvolvedintheNationalCrisisManagementCentre.

2.3 Process of organisational debriefingAnumberofmethodsarealreadyusedwithintheCDEMsectorforundertakingorganisationaldebriefs4(seePart 3).OnemethodusedeffectivelybyanumberoforganisationsfollowingtheFebruary2004FloodandtheEasternBayofPlentyfloodinJuly2004,aswellasinternationallyisamethodforStructuredDebriefingdevelopedbyJohnArneyin1998.Structured Debriefingisflexiblemodelforlearningthroughreflectionbysharingexperiences,gatheringinformationanddevelopingideasforthefuture.Theprocessisprovidedinthissectionforthosewishingtodevelopamethodfororganisationaldebriefing.

4 Section2.3adaptedfromArney(2000)Structured Debriefing(CourseNotes)

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Figure 1: Process for Debriefing

2.3.1 Planning your organisational debrief

• Fourrolesexistwithinstructureddebriefing.Onepersoncanleadallfourorthetaskscanbebrokendownintoseparateroles.

° Initiator–thepersonwhorequestsandisultimatelyaccountableforthedebriefingprocess.

° Planner–thepersonwhoplansthedebriefbasedonkeyareasandquestions.

° Leader–actsasfacilitatorforthedebrief.

° Participants–attendandparticipateinthedebrief.

• Beforearranginganorganisationaldebriefconsiderthekeyareasandquestionsoutlinedinthetablebelow:

Table 1: Key areas & questions

Key Areas Questions

Purpose • Whatisthepurpose(aim)ofthedebrief? • Whateventisbeingreviewed? • Whatperiodoftimeistobecovered?

AuthorityIssues • Whatadditionalroledoestheinitiator(thepersonwhorequestedadebrief)wishtoadopt?

• Willanyoneinapositionofauthoritybetakingpartorwishtobepresent? • Confirmthelevelofdisclosureorconfidentialityofdebriefingmaterial

requiredbytheorganisation.

Participants • Aretheparticipantsawareofthedebrief? • Aretheyallwillingtotakepart? • Whatexperiencehavetheyofdebriefing? • Considerquestionstheymayask.

Numbers • Howmanypeoplewereinvolvedintheevent? • Howmanypeoplearekeentotakepartinthedebrief?

Time • Whatistheminimumandmaximumtimeavailableforthedebrief? • Whendoesthedebriefhavetobecompleted? • Issomesortofsocialgathering(ifappropriate)plannedattheendofthe

debriefegmorningtea,BBQetc?

Location • Whereisthebestplaceinthecircumstances?

Leader • Whowillleadthedebrief? • Whatexperiencedoestheleader(personfacilitating)haveofdebriefing?

Resources • Whatmaps,charts,photos,reportsetcshouldthefacilitatorand/orparticipantshaveaccesstobothbeforeandduringthedebrief?

Dealingwiththe

Output

PlanningStage III

The Closing

Stage I

The Opening

Stage II

The Sharing &Discussion

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• Oncethesekeyareasandquestionshavebeenconsidered,adebriefingplan(seeAnnex A)canbecompiled.Thetimerequiredforthedebriefwilldependonthenumberofparticipantsattending.

• AlistofkeyconsiderationsandhintsforbestpracticewhendebriefingisprovidedinAnnex B.

2.3.2 Pre-debrief

(a) Disseminationofinformation

° Sendinvitationstoallthoseinvolved

° Confirmattendeesandthensetthetimeframesforthesessionbasedonthenumberofpeopleattendingegdoesthesessionneedtobeanhourorthreehours?

° Confirmvenue,set-upanddurationofmeeting

° Createanagendaorprogramme

(b) Settinguptheroom

° Ensureroomissetupwithenoughseats,refreshments,etc.

° Usingthreedifferentcoloursofstickynotesegblue,pinkandyellow,putthreeblueandthreepinkstickynotesoneachchair.Holdontoyellowstickynotesforlater.

° Printoutinpostersizeorwriteuponwhiteboard:

■ groundrulesfordebriefing

■ debriefingaims

■ thethreekeypromptquestions

2.3.3 Stage I: The opening

(a) Introduction

Likemeetings,facilitatingadebriefinvolvesproviding:

° awelcometoparticipants

° anoverviewofthereasonforthedebriefegfollowingaflood,trainderailmentetc

° anoverviewoftheaimofthedebrief

° anoverviewofthemethodfordebriefing,includingpotentialactionsfollowingthedebriefienoteswillbewrittenupandgiventothepersoninitiatingthedebriefandaprocessdevelopedforaddressinglessonsidentified

° anopportunityforparticipantstointroducethemselvesandtheirroleintheevent

° detailsonthediscoverabilityandtransparencyofdebriefingdocumentation(alsoseesection1.2)

° anexplanationofhowandwhythedebrieffacilitatorwasappointed.

(c) Review

Provideanexplanationofthepromptdiagramwhichshouldbebasedontheeventorissuebeingexploredinthedebrief.Apromptdiagramcouldbeahand-drawndiagramonawhiteboardoralargepieceofbutcherspaperorsomethingcreatedoncomputerandprintedinA1orA2size.Thepromptdiagrammaydepictkeymilestones,keydecisions,timelines,etc.TwoexamplesofpromptdiagramsareprovidedinAnnex C.

(d) Ponder

Asktheparticipantstotake2-3minutestoconsiderthefirsttwopromptquestionseg

(i) What,forme,werethenegativeaspectsoftheemergency/event?

(ii) What,forme,werethemostpositivepartsabouttheemergency/event?

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Participantsshouldwritethreeanswerstothefirstquestiononthethreebluestickynotesandthethreeanswersforthesecondquestiononthepinkstickynotes.

2.3.4 Stage II: The sharing and discussion

• Oncetheparticipantshavefinishedwritingdowntheiranswers,askthemoneatatimetovolunteerabriefexplanation(about20seconds)oftheirthreeanswerstothefirstquestionandthenplacethebluestickynotesontherelevantplaceonthepromptdiagram.Pleasenote:Itisoptionalforpeopletoverballysharetheirexperienceswiththegroup.

• Wheneveryonewhowouldliketogivetheiranswerstothefirstquestionhasspoken,askthemtovolunteerabriefexplanation(about20seconds)oftheirthreeanswerstothesecondquestion,oneatatime.Placethepinkstickynotesontherelevantplaceonthepromptdiagram.

• Wheneveryonewhowouldliketogivetheiranswerstothesecondquestionhasspoken,theleader(facilitator)thenasksifanyonehasanyadditionalcommentstomakebeforetheleadersummarisesthemainpointsraised.

2.3.5 Stage III: The closing

• Ponder:Giveeachoftheparticipantsoneyellowstickynoteandaskthemtotake2-3minutestoconsiderthefinal(twopart)question:

° FormethemostsignificantthingIhavelearntduringthiseventhasbeen ……………………………………..,and

° IfIwasinvolvedintheresponse/recovery/functionofanotherdisasterI would……………………………………………………………………………

• Oncetheparticipantshavefinishedwritingdowntheiranswers,askthemoneatatimetovolunteerabriefexplanation(about20seconds)oftheiranswerandthenplacetheiryellowstickynotesontherelevantplaceonthepromptdiagram.

• Wheneveryonewhowouldliketogivetheiranswerhasspoken,theleaderthensummarisesthemainpointsraisedandagainreiterateswhatactionswillbetakenfollowingthecompletionofthedebrief-iethatthenoteswillbewrittenupandgiventothepersoninitiatingthedebriefandaprocessdevelopedforaddressinglessonsidentified.Allparticipantsarethenthankedfortheircontributionaswellastheirattendanceandthedebriefisthenclosed.

• Considerthesuitabilityofsocialfunctionstocontinuebuildingrelationshipsdevelopedduringtheevent.Thefunctioncouldinvolveforexample,food,refreshments,sports,games,orsitevisitfollow-up.

2.3.6 Dealing with the output

• Theleaderthentypesupthenotesundertheheadingofeachofthethreequestionsusedinthedebrief.Thecommentsaregroupedintokeyareasraisedegsomeorallofthefollowingmaybekeyissues:communications,teamwork,humanresources,planning,activation,staffwelfare,coordination,etc.Thisformsasummaryofthedebrief–anexampleofanorganisationaldebriefsummaryisprovidedinAnnex D.

• Thesenotesarethenhandedovertotheinitiatorofthedebrief.Itistheinitiatorwhoisresponsiblefordevelopingtheactionsandactivitiesforpost-eventorganisationallearning.

• Theleadershouldprovidedetailsoftowhomthedebriefdocumentationwillbedistributed,forexampletheinitiatorandallparticipants.Theinitiatormayalsohavetodistributethedocumentationtoadditionalstakeholders(inthecaseofaninternaldebriefthismayincludemanagersandthechiefexecutiveorinthecaseofamulti-agencydebrief,externalorganisations.Inallcases,theinitiatormust:

° keepanaccuratedistributionlistandanycommentsreceived;

° ensuredistributionofdocumentationtoallparticipants;and

° ensureparticipantsareclearontowhomtheycandistributethedocumentwithintheirownorganisationorexternally-forexamplenot for general distribution or for distribution to managers only or for general distribution.

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2.4 Actions and activities for post-event organisational learningOnceorganisationaldebriefinghasbeencompleted,anumberofactivitiesshouldbeundertaken,including:

2.4.1 Notes from organisational debriefing

Followingthedebrief,thecollectionofcommentsshouldbecompiledintoasingleinternaldocument.Itisthesenotesthatprovidethebasisforidentifyinglessonsfromtheevent.Debriefingsessionsandthesubsequentnotesmustbetreatedasconfidentialtopromoteano-blamecultureandensurestafffeelabletosharetheirexperiencesopenlyandhonestly.

2.4.2 An organisational report

Anorganisationalreportshouldbecompletedafterthehotdebriefandinternalorganisationaldebriefhavebeencompleted.Itshould:

• summarisethesequenceofevents

• identifytheindividualsinvolved

• describetheactionsofstaff

• provideanaccuratetimeline

• remainfactual,concise,objectiveandblame-free.

2.4.3 Identifying lessons from the event

Anorganisationalreportshouldallowanorganisationto:

• demonstratewheretheresponsewaseffectiveandwhereitwasnot

• establishwhythiswasthecaseatcorporatelevel–objectively

• recommendwaystoimprovefutureresponse

• resistacritiqueofindividualactions

• encourageano-blameculture.

2.4.4 Reviews

Areviewanalysestheplansandarrangementsinplaceatthetimeoftheevent.Itcomparesthemagainstwhatwasdoneandhowthingsdidordidnotwork.Thereportcanprovidefindingsandrecommendationsandbeundertakenbyasingleorganisationoraspartofamulti-agencyreview.Reviewscanalsofocusonparticularareasofplansorarrangementssuchascommunicationsorstandardoperatingprocedures.Theycanalsoaddresstheresponseandrecoveryactivityinitsentiretyupuntilaparticularpointintime.Thereforeitisimportanttoidentifytermsofreferenceaswellasaimsandobjectivesofanyreview.

Thereviewprocesscanbecarriedoutbysomeonewithintheorganisation.Moreoftenitisconductedbyanindependentperson/teamtoprovideobjectivity.Thispersonwillneedtohaveadefinedscopeforoperating,andwillneedaccesstoappropriatepeoplewithintheorganisation.

2.4.5 Developing an action plan

Bydevelopinganactionplan,lessonsfromtheeventcanbeidentifiedandfocusedreviewsundertaken.Anamedindividualshouldberesponsibleforcompletingeachactionwithinanagreedtimeframe.Reviewdatesshouldbesetandprogressshouldbedocumented.Anactionplan:

• identifiestheworkactivities/programmeneededtoaddressthefindings,recommendationsandlessonsagainstatimeframe

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• shouldalsoidentifyanyamendments,changesoradditionstotheemergencymanagementplans(egCDEMGroupplans)againstatimeframe

• includesaprogrammeofidentifiedtrainingandexercisingasappropriate

• alignswithanychangesrequiredofotherplanningdocumentssuchastheCDEMGroup,LongTermCouncilCommunityPlans(LTCCPs),districtplansorregionalpolicystatements,nationalpolicydocuments,strategiesorotherdocumentation.

2.4.6 Lessons learnt?

Havethelessonsbeenlearnt?Learningfromaneventrequiresagenuineprocess–thelessonsmusthavebeenidentified,theactionplancompletedandtheCDEMGroupplantestedandvalidatedbyexercising.Onlywhenpastmistakesarenotrepeatedcanthelessonsbeconsideredlearnt.

Post-event Checklist

✓ CDEM Stakeholders should:

holdanappropriateorganisationaldebriefingfollowinganevent

undertakeareviewofplansandarrangementstopromoteorganisationallearning

developreportsandactionplansasnecessarytoaddressidentifiedlessonsand/orgaps

identifysuitabletrainingandexercisingfollowingthedebriefingprocesstovalidatenewarrangements

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Part 3: Other Organisational Debriefing Models

3.1 New Zealand Police debriefing guidelinesThefollowinginformationhasbeenreproducedfromthePlanningandCommandchapterintheNewZealandPoliceManualofBestPractice(1998)withthekindpermissionoftheNewZealandPolice.

Debriefingisasubsequentexaminationoftheoperation.

Debriefingisnecessaryto:

• Criticallyexamineanoperation.

• Recordsuccessfulactionsandtechniques,forinclusioninfutureplansandtraining.

• Evaluatewhatwentwrong,sothatitwon’thappenagain.

• Solicitsuggestionsforimprovementandconsidervalidcriticisms.

• Identifyanyneedforwelfareassistanceorsupport,andprovidethatassistanceifrequired.

Debriefingshouldtakeplaceassoonaspossibleaftertheoperation.

Guidelines

Whenyouareholdingadebriefing,observethefollowingguidelines:

• Setanagenda.

• Iftheoperationwaslarge,askonlykeypeopletoattend.Ifitwassmall,allstaffcanbeincluded.

• TheOperationCommandershouldchairthedebrief.

• Askawriterofshorthandtorecordthenamesofthoseattendingandapologiesfromthoseunabletoattendandtorecordallpointsraisedduringthedebrief.

• Donotapportionblame.Complaintsaboutindividualsmustbeconstructive.

• Acknowledgeandrecordanymember’sexemplarycontribution.

• Clarifymisunderstandings.IftheOperationCommandercannotresolveanyproblem,heorshemustnotifytheproperauthority,followthematterupandgivethestafffeedback.

• Afterthedebrief,havetheshorthandnotestypedanddistributecopiestothosewhoattended.Acopyofthenotesandarecordofallsubsequentactionshouldbeplacedontheoperationfilebeforeitisfinally‘filed’.

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3.2 New Zealand Fire Service post-event report templateThefollowingtemplatehasbeenreproducedwiththekindpermissionoftheNewZealandFireService.

ReportType _______________ IncidentDetail(date,time,location) __________________

LocalFileNumber _______________ EventTypeegseriousharmaccident __________________

Reportcompletedby_______________

1. Report SummaryThisisasummaryofthereport.Itshouldbeabout1pageandhighlighttheimportanteventsandsignificantconclusions.

2. Terms of ReferenceTheTermsofReferenceareprovidedbythereportSponsor.Thewillincludethekeyareasthattheinvestigationistoaddress,theinvestigationteammembersandcanbeindraftformuntiltheinvestigationisunderway.TheTeamLeadercanapproachtheSponsortoaltertheTermsofReferenceiftheyfeelthatadditionalfindingswillbeofvalue.ItistheSponsorsroletodetermine/agreetheTermsofReference.

3. Incident DetailsThiswillbeasummaryofeventsleadingtotheaccident,includingadescriptionofwhathappenedandactionsimmediatelyfollowing.Oneortwophotographsmayservetohelpinthisdescription.

4. Contributing Factors/EvidenceThisistheareawhereyouwritethesummaryofallevidencegathered.Includingasummaryofwitnessstatements,records,policyandproceduresthatapply.Alsoevidencerelatingtoequipmentetcthatwasinvolved.Itisnotaverbatimrecord.Oneor2photosthatareimportantmayhelphere.

5. Compliance with Operational Procedures etcThisiswhereyouwriteyourassessmentbasedonevidence,recordsandproceduresofanyissuesrelatingtoOperationalProceduresetc.

6. Conclusions (assessment of what happened)Thisiswhereyourknowledgeandexpertiseisappliedtodrawingonallyourfindingstoidentifywhathappened.

7. Considerations for Corrective Action Plan AsitistheSponsorsroletodeveloptheCorrectiveActionPlan,thisiswhereyouidentifythoseareasthatneedtobeconsideredintheCorrectiveActionPlan.TheresultoftheassessmentofBusinessrisk(legislativecompliance,breechesofH&SetcfromtheRegionalH&SManager)areboughttogetherasmattersforthesponsortoconsider.

8. AppendixListandattachthoseitemsthatformavitalpartoftheinvestigation.ThismayincludeTechnical/Expertreports,photographs,witnesslistetc.Youmaywanttoscanitemssotheycanbeincludedelectronically.

9. Investigation and report completed by:

Name: _____________________________________________ Date: _________________

10. Report approved/received by:

Name: _____________________________________________ Date: _________________

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3.3 Rural Fire Authorities national debrief guideline and debriefing template ThefollowinginformationhasbeenreproducedfromtheNationalDebriefGuideline(2001)withthekindpermissionoftheRuralFireAuthorities(RFA).

NATIONAL DEBRIEF GUIDELINE

1. Introduction

TheobjectiveofafiredebriefisforaFireAuthoritytoreviewtheeventsofafireincidentandtheassociateddevelopmentandcontrolefforts.Throughdiscussionwiththoseparticipatingatthefireanoverallperspectiveoftheoperationcanbegained.Thisprovidesanopportunitytoevaluatethepracticesandproceduresinvolvedandmakerecommendationsforimprovementwherenecessary.Adebriefisnotintendedtojustifyactions,makerecriminations,pushapersonalagendaorapportionblame.Itisafactfindingexercisethatshouldbebothpositiveandconstructive.ThissetofguidelinesandtemplateisintendedtostandardisethedebriefingprocessthroughoutNewZealand.

2. When to debrief

Adebriefismandatorywhenthereis:

• AlikelyclaimontheRuralFireFightingFund(e.g.over$1,000offirefightingexpenses)

• Significantinjury(s)tofirefightersorpublic

• Significantoperationalshortcomingsorunforeseenevents

Adebriefisoptionalwhen:

• Landownerrequests

• Thereismediainterest

• Thereisarson/maliciousintent

• Anyotheroccasionwhenlessonscanbelearned.

3. When to hold the debrief

Assoonaspossibleandatleastwithintwoweeksafterthefireisdeclaredout.

4. Preparation prior to debrief

Wherepossibleanindependentfacilitator/chairpersonneedstoberetained.Itisthatperson’sjobtoworkthroughtheagenda,managetheparticipantsanddrawoutpertinentcomments.Thefacilitatorneedstoworkthroughtheattachedtemplate,selectingandrecordingtherelevantdetail.Actionpoints,lessonslearnt,andotherrecommendationsalsoneedtoberecorded.

Thepurposeofthedebriefisnota‘witchhunt’.Itisimportantthatthedebriefishonestandopenandthatshortcomingsofthefireoperationareaddressed.Thefacilitator/chairpersonneedsto:

• Ensurethatinvitationshavebeensent,includingnotificationofexpectationswherepresentationsorreportsareexpected.

• Introductions–welcomeparticipantsincluding‘whoiswho’andtheirrole/responsibilities

• Outlinereasonsfordebriefbeingheld

• Recordattendance

• Designateanotetaker

• Commentsrecordedondebrieftemplate.

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5. Debriefing requirements:

ItistheobligationforthePrincipalRuralFireOfficer(PRFO)toensurethatthepracticalrequirementsforthedebriefarecompleted.Theseinclude:

• Venue,dateandtimeandnotificationdetailsdecidedbytheRFAandPRFO

• Supplyapaperorelectronicversionofthenationaldebrieftemplate

• Preparationofaids,including:

° Mapoffirearea,260NZMSseriespreferableblowntoalargerscale,withfiremarkedatdifferenttimesincludinglocationofkeyoperationalfacilities

° Overheadprojector,slideprojector

° Firelog(s)

° Whiteboardandpen

° Largesheetsofpaperformakingupchartsandsummarisingkeypoints

° Powerpointpresentationdataprojectorifneeded.

6. Recommendations and action points

Asthedebriefsessionprogresses,recommendedactionpoints(concerns,ideasforimprovementorproblemsincurred)raisedbytheparticipantsorfacilitatoraretobelistedinthetableprovided,seedebrieftemplate.Assigningapersonresponsibleforlookingintotheactionpointandindicatinganexpectedcompletiondatewillensurethatideasarenotlost.

Debrief Reference Action Required Person to Action Expected Completion Date

4.1Notifications LiaisewithComcenonzonecallout BWright Dec2001

4.0Topography& Bootstooheavy–forarduoushill BNeat Jan2002 4.10.2FireEquipment climbingoverlongduration

7. Facilitator’s Summary

Itisimportanttoendthemeetinginapositiveway.Thefacilitator/chairpersoncanachievethisby:

• Identifyingthegoodthingsthathappenedatthefire

• Supportingtherecommendationssuggestedbythedebriefparticipants

• CommentonwhetheranOperationalReviewshouldberecommended

• Advisingwhenandhowthedebriefnoteswillbemadeavailable

• Thankingdebriefparticipantsfortheirattendance

8. Attachments

Itispreferableforthepersonswhomakecommentsonspecificdebriefpoints,tohavesupportingdocumentationforattachmenttothedebriefreport.Thesecanincludemaps,debriefpresentationnotes,communicationcharts,accidentreports,mediacomments,andphotos.

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NATIONAL DEBRIEFING TEMPLATE

FireName .................................................................................................................................................

RuralFireAuthority ...................................................................................................................................

DebriefDate ........................................................ Reference ............................................................

Venue ..................................................................................................................................................

Facilitator/Chairperson................................................................................................................................ Note: Complete sections relevant to this fire only.

1.0 Overview:Incidentmanagementpersonneltoprovidecomment Designated person to andpreparereports comment on the following points in this section.

1.1 SummaryDetails(Name….................…)

1.1.1 Location

1.1.2 DateandDuration

1.1.3 Incidentbackground

1.1.4 ImpactandAreaBurnt

1.1.5 Cause

1.1.6 FireEnvironment:Weather,Topography,Fuel(s) FiregroundWeather:

1.1.7 Threats

1.1.8 FireResourcesDeployed(equipment/personnel)

1.1.9 IncidentManagementandOfficer(s)incharge CIMSUsed?Yes/No Othercomments:

1.1.10 Supportingagenciesandorganisations

2.0 PlanningandIntelligence(Name:….................…)

3.0 Operations:

3.1 Ground(Name:….................…)

3.2 Aerial(Name:….................…)

4.0 Logistics(Name:….................…)

5.0 Safety(Name:….................…)

6.0 Liaisonandcooperationwithagencies,landownersandothers.(Name:….................…)

7.0 EventDetails:Thekeypersonneloftheincidentmanagementaretoprovidecommentand/or preparereports

7.1 Notifications

7.2 Turnout

7.3 IncidentManagement(IncidentController)(Name:….................…)

7.4 CIMSorganisation(IncidentController)(Name:….................…)

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7.5 MediaLiaison(Name:………............................…)

7.6 Commentonpreparednessforinitialresponse(Name:…................…)

7.7 Commentoncompetenciesandskillsofpersonnel.(Name:….....…)

7.8 OtherBriefs:

7.8.1 Communications(Name:….......…)

7.8.2 PerformanceofFireEquipment(Name:…......…...)

7.8.3 Facilities(Name:……………)

7.8.4 Food&Water(Name:………………...)

7.8.5 Firegroundrehabilitation(Name:…………...)

7.8.6 Others(Name:………………...)

8.0 FirePlanRelevance(Arechangesneeded?)

9.0 OtherStakeholdersName……………….Name………………. Comments

10.0 Recommendations&ActionPoints

Debrief Reference Action Required Person to action Expected completion date

11.0 FacilitatorSummary(Pointstocover)

11.1 Identifythegoodthingsthathappened Notes:

11.2 Preplanning Notes:

11.3 CooperationbetweenFireAuthorities Notes:

11.4 Firefightingstrategies Notes:

11.5 Notifications&turnout Notes:

11.6 Recommendations Notes:

11.7 Others Notes:

11.8 Conclusions Notes:

Signature………………............................……………..(Facilitator/Chairperson)

Signature………............................……………………..(PRFO)

12. Summaryofattacheddocuments(e.g.maps,debriefpresentations,communicationdiagrams,accidentreports,mediacomments,photos).

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Annex A: Example of a structured debriefing plan

Structured Debrief (basedonapproximately20attendees)

Experience: Theresponsetothe_____________emergency/event

Date: / /Time:_____minutesParticipants (number):______

Introduction Debrief Aims 4minutes 1. Toreflectontheexperiencesofstaffinvolvedinthe___________event

from_____(day,month)until____(day,month)____(year).

2. Identifypersonalexperiences.

3. Viewssharedanddiscussedtoestablish:

(a) personallearningandthefuturepositiveuseofthatlearning,and

(b) ideasforthefutureofyourorganisation’sinvolvementintheresponseand/orrecoveryofcommunitiesfromdisasters.

Review Visualaid(apromptdiagram)whileparticipantsconsidertheirresponsesto4minutes thefirsttwoquestions.

Ponder Whatformewerethenegative/worst/bad/lowest/leastsuccessfulaspectsof10minutes the_________________event? (a) ……………………………………

(b) ……………………………………

(c) ……………………………………

Whatformewerethemostpositive/good/best/mostsuccessfulpartsofthe_________________event?

(a) ……………………………………

(b) ……………………………………

(c) ……………………………………

Sharing and discussion Viewssharedduringafacilitator-leddiscussion54minutes

Summary Facilitatorsummarisesmainpointsraised2minutes

Ponder (a) FormethemostsignificantthingIhavelearntduringthiseventhas6minutes been……………………………………..,and (b) IfIwasinvolvedintheresponseand/orrecoveryofanotherdisasterI would………………………………………………

Sharing10minutes

Closure2minutes

Debrief led & planned by: _______________________(NameandOrganisation)

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Annex B: Key considerations when debriefing

• Aims–writeupandkeepinview(thiscanbedoneonawhiteboard,butcher’spaperetc)• Explainoverallapproach(stages)andthetimethedebriefshouldfinish• Explainthepresenceofobserversieaninitiator• Explaingroundrulesoforganisationaldebriefing• Askgrouptobeasopenandhonestastheyfeeltheycanbe• Remind–allviewswillbevalued–focusisfuturepositive• Notmakinggroupdecisionsorlookingforconsensus• Saywhatyouintenddoingwiththedebriefoutput

• Goforaclearvisualoutline–keepitsimple• Introduceandkeepinview• Itspurposeistostimulatethinkingandprovidehooksfortheirideas

• Writeupyourpromptquestionsifpossible• Checkunderstandingandaskforthepondertobeinsilence• Possibleuseof‘stickynotes’(notalwaysnecessary)• Keepcontroloftime,“Afewsecondsmore…”

• Tellgroup“wenowmoveontotheSharingandDiscussionStage”• Divideyourtimebetweenthepromptquestionsused(usuallytwo).Considerthefollowing

subjectsforpromptquestions: - Notification/activation - Deployment/mobilisation - Operationalissues - Relationshipmanagement• Askonepersontospeakatatimeandcontrolanysideconversations• Dealwiththenegativeviewsfirst• Alltohaveanequalopportunitytosharetheirthoughts• Createpicturebymapping‘stickynotes’orkeywords• Askfacilitativequestionstobringout/developpointsmade• Donotexpressyourownviews• Difficultyinmakingnotes–consideroptionssuchas‘stickynotes’,flipchart,anotetaker• Beawareofindividualswantingtospeak–bringthemin• Encouragediscussionbetweenindividuals• Keepaneyeonthetime• Moveontopositiveviewsforthesecondhalfoftheperiod• Remembertoremainneutralduringfeedbackandprovideencouragementwhensomeone

commentseg“thanksforthat”,headnod

• Beconciseanddonottrytoevaluatewhathasbeenraised• Referthegrouptowhatisbeforethemifvisuallydisplayed• Remindthegroupthattherewillbenofurtherstructuredopportunityfordiscussion

• Tellgrouptheyarenowstartingthe“closingstage”ofthedebrief• Writeupthefinalpromptquestion• Considerusing‘stickynotes’towriteanswerson• Checkallunderstand–askforthistobedonewithoutdiscussion• Keepcontroloftime

• Remind–nofurtherdiscussion–listentoeachother• Eachtoreadouttheirknownwordsinturn• Donotletanyoneexpandontheirviews• Collect‘stickynotes’anddisplayonthepromptdiagram

• Thankallfortheirparticipation• Saywhatyouintenddoingwiththeirfinalviews(theoutput)• Considerusingasocialoccasionforcontinuedrelationshipdevelopmentifappropriate

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Annex D: Example of an organisational debrief summary

Occasion/Event: TheResponse/RecoverytotheFebruary2004FloodEvent

Aim of debrief: 1. Toreflectontheexperiencesofstaffinvolvedin__________eventfrom _______(date)until_______(date).

2. Identifypersonalexperiences.

3. Viewssharedanddiscussedtoestablish:

(a) personallearningandthefuturepositiveuseofthatlearning,and

(b) ideasforthefutureofyourorganisation’sinvolvementintheresponseand/orrecoveryofcommunitiesfromdisasters.

Place:

Time:

Debrief led by:

Initiator/Client:

Participants:

Material output 1 Originalnotesandresponseof debrief: 2 Debriefsummary(thisdocument)

3 Responsesmadeduringthedebrief(attachedasanannex)

Debrief Report: Example only

Thedebrieftookplacefollowinganintensiveperiodofbothresponseandrecoveryactivitybystaffduringthe___________event.Twenty-fivestaffmembersattendedwithrepresentativesfromthecentralofficeaswellasfieldstafffromtheaffectedregions.

Thedebrieffocusedoneachindividual’spersonallearninganditsfutureuse.Allweregivetimetoreflect,togenerateandexpresspersonalviewsandtolistentoothers.Finalresponseswereexpressedtothewholegroup.Allparticipantsweregiventheopportunitytoreflectontheirrolesandtocontributetheirviewsindiscussion.Themainissuesraised:

Main negative aspects:

• communications • personalimpacts

• catering • etc

Main positive aspects:

• teamwork • staffwelfare

• multi-agencyrelationships • etc

Inclosingthedebriefparticipantswereeachaskedtoidentify:

1. PersonalLearninganditsuse 2 Ideasforthefuture

Attachstickynotesasanannextothissummarybutlistkeypoints:

Personal learning and future use of those learnings

• Increasepersonalpreparedness • Strengtheningcommunications

• Clarifyingroleandresponsibilities • etc

Signed:

Date:

Roles taken: PlannerandLeader

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