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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: [email protected]: 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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