0rgan|sat|ona| 0ebr|ef|ng

INF08M4II0N F08 Ih 00M 50I08 [I56/05J

Organisational Debriefng
Information for the CDEM Sector [IS6/06]
January 2006
ISBN 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 Management
PO Box 5010
Wellington
New Zealand
Tel: +64 4 473 7363
Fax: +64 4 473 7369
Email: emergency.management@dia.govt.nz
Website: www.civildefence.govt.nz
Organisational Debriefng
INFORMATION FOR THE CDEM SECTOR [IS6/06]
1
Contents
Foreword 2
Introduction 3
Part 1: Pre-event Organisational Debriefng Considerations 4
1.1 Theaim 4
1.2 Offcialinformationandprivacy 4
1.3 Keyterms 5
Part 2: Post-event Organisational Debriefng Process 6
2.1 Reporting 6
2.2 Organisationaldebriefng 6
2.2.1 Groundruleswhenundertakingorganisationaldebriefng 6
2.2.2 Typesoforganisationaldebriefs 6
2.3 Processfororganisationaldebriefng 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 Notesfromorganisationaldebriefng 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 Debriefng Models 13
3.1 NewZealandPolicedebriefngguidelines 13
3.2 NewZealandFireServicepost-eventreporttemplate 14
3.3 RuralFireAuthoritiesnationaldebriefguidelineanddebriefngtemplate 15

Annexes
AnnexA: Exampleofstructureddebriefngplan 19
AnnexB: Keyconsiderationswhendebriefng 20
AnnexC: Examplesofpromptdiagramsfordebriefng 21
AnnexD: Exampleofanorganisationaldebriefsummary 22
2
Foreword
Followingtheresponsetoandrecoveryfromanumberoffoodeventsduring2004and2005,the
importanceofundertakingorganisationaldebriefngfollowinganemergencywasreinforced.CDEM
Groups,emergencyservices,governmentagenciesandNonGovernmentalOrganisations(NGOs)were
eagertoidentifylessonsfromtheirexperienceofthesefoodsandtoensuretheselessonscouldbe
embeddedwithinplanningarrangementsinanticipationoffutureemergencies.
Althoughthereareanumberofwaysoffacilitatinganorganisationaldebriefincludingdifferent
methodologies,thisguidelinehasbeendevelopedtoprovideaframeworkfororganisationaldebriefng
thatcanbeusedbyCDEMstakeholders.Examplesofthreeotherdebriefngmodelsarealso
reproducedinthisdocumentwiththekindpermissionoftheNewZealandPoliceService,NewZealand
FireServiceandRuralFireAuthorities.
IwishtoacknowledgethepositiveinvolvementandlevelsofcommitmentthattheMinistryhas
encounteredinproducingthisguidelineandlookforwardtocontinuingtoworkwithCDEMstakeholders
astogetherweimproveNewZealandsresiliencetoemergencies.
JohnNorton
Director:MinistryofCivilDefence&EmergencyManagement
3
Introduction
Thisguidelinehasbeendevelopedtoprovideaframeworkfororganisationaldebriefngthatcanbe
usedbyCDEMstakeholders.Theguideoutlinesapracticalframeworkthatcanbeappliedinavarietyof
settingsbyeitherasingleagencyorbygroupsofagencies.
Recognisingthatorganisationaldebriefngmaybeanewconcepttosomereaders,examplesofthree
otherdebriefngmodelsarealsoreproducedinthisdocumentwiththekindpermissionoftheNew
ZealandPoliceService,NewZealandFireServiceandRuralFireAuthorities.
ThisguidelinebeginswithPart 1 Pre-event Debriefng Considerations,whichprovidestheaim
oforganisationaldebriefngandkeyconsiderationsregardingoffcialinformationandprivacywhen
undertakingdebriefng.
Part 2 - Post-event Organisational Debriefng Processprovidesdetailofpost-eventactivities
includingthepreparationofreports,undertakingorganisationaldebriefsandreviewingplansand
arrangements.Thissectionprovidesastep-by-stepguidetoarrangingandfacilitatinganorganisational
debrief.Part2alsolinkstoadditionalresourcesandtemplatesprovidedintheannexes.
Part 3 - Other Organisational Debriefng Models,inthefnalpartofthisdocument,organisational
debriefngmodelsusedbytheNewZealandPoliceService,NewZealandFireServiceandRuralFire
Authoritiesarereproduced.
4
Part 1: Pre-event Organisational Debriefng Considerations
1.1 The aim
Theaimoforganisationaldebriefngisforstafftocommunicatetheirexperiencesofanemergency(eg
response,transitionand/orrecovery),anexerciseorotheractivitysothatlessonscanbeidentifed.
Arrangements(plans,trainingetc)canthenbemodifedtorefectlessonsidentifedandbestpractice
andthereforeimprovetheorganisationsabilitytorespondinfutureemergencies.
Itisimportantduringpre-eventplanningtoestablishaprocessforlearningfromanemergency.This
shouldinvolveidentifyingaprocessfororganisationaldebriefngandreviewingplansandarrangements
post-event.
Itisvitalthatallstaffinvolved,regardlessofseniority,understandthatanorganisationaldebriefis
aboutimprovingperformanceandnotaboutassigningblame.Allstaffwhocontributedtotheactivity
beingdebriefedshouldbeabletocontributetothedebriefngprocess.Theseexpectationsshouldbe
communicatedwithallstakeholderspre-event.
Althoughstaffsupportmechanismsarenotaddressedinthisdocumentitisimportantfororganisations
toplantoprovidearangeofsupportforstaffinvolvedinrespondingtoemergencies.Box1providesa
briefoverviewofsupportmechanismsthatcouldbeofferedtostaff.
1.2 Offcial information and privacy
OrganisationsconductingdebriefngsthataresubjecttotheOffcialInformationActortheLocal
GovernmentOffcialInformationandMeetingsActmustbefamiliarwith:
theprinciple of availabilityunderthoseActs,and
theexceptions to disclosure,
Theorganisationshouldadviseparticipantsunfamiliarwiththesemattersoftheeffectsofthem.
Participantsshouldbemadeawarethatexceptions to disclosurearelimitedandspecifcandthat
viewstheyexpressmaybesoughtunderanoffcialinformationrequest.Reasonsnottodisclosemay
include:
Box 1: Support mechanisms for staff
Staffshouldbeofferedarangeofsupportservicesfollowinganemergency.Thesesupport
servicesshouldbemadeavailableforthosewhowishtousethemonaconfdentialbasis.
Considerationshouldbegiventotheindividualinthecontextofthefamily/householdaswellas
theworkplace.Supportmechanismsthatmaybeofferedinclude:
supportfromfellowstaffmembers(peersupport);
supportfrommanagers;
accesstosupportviahelplines;
accesstocounselling;
encouragementofano-blameculture;
psychologicalinterventionincludinglargegrouptherapy,defusingandindividualcrisis
intervention;and
accesstooccupationalhealthservicesforthefollow-upandaftercareofstaffandtheir
families.
5
toprotecttheprivacyofnaturalpersons,
toprotectinformationsuppliedunderanobligationofconfdentialitywheremakingthe
informationavailablewouldbelikelytoprejudicethesupplyofsimilarinformation,or
informationfromthesamesource,anditisinthepublicinterestthatsuchinformationshould
besupplied,and
tomaintaintheeffectiveconductofpublicaffairsthroughthefreeandfrankexpressionof
opinionsbyortomembersofanorganisationordepartment,etc.
Section2.3.6alsoprovidesguidanceonthedistributionofdebriefmaterial,howeveritisimportantto
notethatdecisionsondistributionmustbemadebytheorganisationbeforethedebriefisundertaken.
Whereinformationidentifesindividuals,participantsshouldbeawarethatthePrivacyPrinciplesunder
thePrivacyActapplyandshouldbeawareoftheireffect.
1.3 Key terms
Forthepurposesofthisdocument,threekeytermsaredefnedinPart1toensurereadersunderstand
thecontextinwhichthesetermsareused:
Organisational Debriefng: OrganisationalDebriefngisaprocessinwhichstaffwithinoracross
organisationscommunicatetheirexperiencesofhowtheirorganisational
operatedduringanemergency(egresponse,transitionand/orrecovery),
anexerciseorotheractivitysothatlessonscanbeidentifed.
Structured Debriefng: StructuredDebriefngisafexiblemodelforlearningthroughrefection
bysharingexperiences,gatheringinformationanddevelopingideasfor
thefuture.
Review: AReviewanalysestheplansandarrangementsinplaceatthetimeof
theevent.Itcomparesthemagainstwhatwasdoneandhowthingsdid
ordidnotwork.
Pre-event Checklist
CDEM sector stakeholders plan to:
ascertainthelevelofdisclosureorconfdentialityofdebriefngmaterialrequiredbytheir
organisationbeforeundertakingorganisationaldebriefng.
holdappropriateandtimelyorganisationaldebriefsduringandfollowinganyevent.
holdappropriateandtimelyreviewsfollowinganyevent.
6
Part 2: Post-event Debriefng Processes
Post-eventactivitywillincludepreparingreports,undertakingorganisationaldebriefs,reviewingplans
andarrangementsanddocumentingandimplementinglessons.
Aswellasprovidingorganisationaldebriefngopportunitiesfortheagenciesinvolved,considerthe
communitysneedfordebriefng.Thismaytaketheformofpublicmeetings,focusgroupsorother
communitymeetingstodiscusswhatlessonscommunitymembershaveidentifedfromanevent.
Feedbackfromcommunitymeetingsshouldbefactoredintoorganisationaldebriefs.Suchaprocess
mayalsohighlightareasoffurtherworktobedonetoresolveunderlyingrecoveryissues.
2.1 Reporting
Thepurposeofreportingistomaintainaccountabilityandtransparency,tokeepthewidercommunity
informed,togainsupportandassistanceandtorecordanaccountofresponse/recoveryefforts,
includinglessonsidentifed.Fordetailsonpost-eventreporting,seePart6ofRecovery Management:
Directors Guideline for Recovery Management[DGL4/05].
2.2 Organisational debriefng
Post-eventlearningisanessentialaspectofboththeplanningprocessandsuccessfulrecovery
1
.Events
occuronaninfrequentbasisanditisimportanttodocumentanylessonsidentifedfrommanaging
incidentsandtochangecurrentproceduresandplansandprovidereasonsforanychanges,sothat
theycanbereferredtoinfutureincidents,whichmaynotbemanagedbythesameteam.Manyofthe
lessonsidentifedinmanaginganincidenthavevalueforothersworkinginthefeld
2
.
2.2.1 Ground rules when undertaking organisational debriefng
Itisvitalthatdebriefngiscarriedoutinamannerconducivetopromotingorganisationallearningand
encouragingano-blameculture.Arney
3
(2000)suggestsusinggroundruleswhendebriefng.Debriefng
should:
beconductedopenlyandhonestly
pursuepersonal,groupororganisationalunderstandingandlearning
beconsistentwithprofessionalresponsibilities
respecttherightsofindividuals
valueequallyallthoseconcerned.
2.2.2 Types of organisational debriefng
Threetypesoforganisationaldebriefngcanbeusedtopromotepost-eventlearning.Theycanbe
heldatdifferenttimesforexampleattheendofeachshift,followingtheendoftheresponse,after
thetransitionfromresponsetorecovery,throughouttherecoveryactivity(suchasatthree-monthly
intervals)andfollowingtheexitstrategy.
1
Section2.2adaptedfromNorman,(2003)Organisational Debriefng(WorkingPaper)CoventryCentreforDisaster
Management,England
2
Eagles,E,Goodfellow,F,Welsh,F,Murray,V,(2003)Environmental and Public Health,HMSO,London
3
Arney,(2000)Structured Debriefng(CourseNotes)
7
1 The hot (or immediate post-event) debrief
Key features
Heldimmediately after the incident response or shift is completed.
Allowsarapidoff-loadofavarietyofissuesandconcerns.
Shouldaddresskeyhealthandsafetyissues.
Providesanopportunitytothankstaffandprovidepositivefeedback.
Maybefacilitatedbyanumberofpeoplefromwithintheorganisation.
Anumberofhotdebriefsmaybeheldwithinanorganisationsimultaneouslyfollowingan
incident.Eachdepartment/unitmaywishtoholdtheirownhotdebrieftoidentifykeyissues
withintheirlocality.
2 The internal organisational debrief
Key features
Shouldbeheld within four weeks of the incident.Iftheincidentcontinuestobemanaged
overthemediumtolong-termitmaybenecessarytoholdregularinternalorganisational
debriefsatkeymilestones.
Shouldinvolvethesamekeyplayerswithintheorganisationthatwereinvolvedintheresponse
totheincident.
Shouldaddressorganisationalissuesnotpersonalorpsychologicalissues.
Shouldlookforbothstrengthsandweaknessesaswellasideasforfuturelearning.
Providesanopportunitytothankstaffandprovidepositivefeedback.
Maybefacilitatedbyarangeofpeoplewithintheorganisation.
3 The multi-agency debrief
Key features
Shouldbeheldwithin six weeks of the incident.Iftheincidentcontinuestobemanaged
overthemediumtolong-termitmaybenecessarytoholdregularmulti-agencydebriefsat
keymilestones.
Shouldfocusontheeffectivenessofinter-agencycoordination.
Shouldaddressmulti-agencyorganisationalissuesnotpersonalorpsychologicalissues.
Shouldlookforbothstrengthsandweaknessesaswellasideasforfuturelearning.
Providesanopportunitytothankstaffandprovidepositivefeedback.
MaybefacilitatedbyarangeoforganisationssuchasPolice,LocalAuthorityorFireService.
Mayformpartoftiereddebriefngprocess,eglocalauthoritiesinaregionaffectedbyan
emergencymayundertakeaninternaldebriefinitially;followedbylocalauthoritiesinthe
regioncontributingtoamulti-agencyCDEMGroupdebrief;followedbyCDEMGroup
representativescontributingtoadebriefofgovernmentagenciesatnationalleveloradebrief
betweenaffectedCDEMGroupsandagenciesinvolvedintheNationalCrisisManagement
Centre.
2.3 Process of organisational debriefng
AnumberofmethodsarealreadyusedwithintheCDEMsectorforundertakingorganisationaldebriefs
4

(seePart 3).OnemethodusedeffectivelybyanumberoforganisationsfollowingtheFebruary2004
FloodandtheEasternBayofPlentyfoodinJuly2004,aswellasinternationallyisamethodfor
StructuredDebriefngdevelopedbyJohnArneyin1998.Structured Debriefngisfexiblemodelfor
learningthroughrefectionbysharingexperiences,gatheringinformationanddevelopingideasforthe
future.Theprocessisprovidedinthissectionforthosewishingtodevelopamethodfororganisational
debriefng.
4
Section2.3adaptedfromArney(2000)Structured Debriefng(CourseNotes)
8
Figure 1: Process for Debriefng
2.3.1 Planning your organisational debrief
Fourrolesexistwithinstructureddebriefng.Onepersoncanleadallfourorthetaskscanbe
brokendownintoseparateroles.

Initiatorthepersonwhorequestsandisultimatelyaccountableforthedebriefng
process.

Plannerthepersonwhoplansthedebriefbasedonkeyareasandquestions.

Leaderactsasfacilitatorforthedebrief.

Participantsattendandparticipateinthedebrief.
Beforearranginganorganisationaldebriefconsiderthekeyareasandquestionsoutlinedin
thetablebelow:
Table 1: Key areas & questions
Key Areas Questions
Purpose Whatisthepurpose(aim)ofthedebrief?
Whateventisbeingreviewed?
Whatperiodoftimeistobecovered?
AuthorityIssues Whatadditionalroledoestheinitiator(thepersonwhorequestedadebrief)
wishtoadopt?
Willanyoneinapositionofauthoritybetakingpartorwishtobepresent?
Confrmthelevelofdisclosureorconfdentialityofdebriefngmaterial
requiredbytheorganisation.
Participants Aretheparticipantsawareofthedebrief?
Aretheyallwillingtotakepart?
Whatexperiencehavetheyofdebriefng?
Considerquestionstheymayask.
Numbers Howmanypeoplewereinvolvedintheevent?
Howmanypeoplearekeentotakepartinthedebrief?
Time Whatistheminimumandmaximumtimeavailableforthedebrief?
Whendoesthedebriefhavetobecompleted?
Issomesortofsocialgathering(ifappropriate)plannedattheendofthe
debriefegmorningtea,BBQetc?
Location Whereisthebestplaceinthecircumstances?
Leader Whowillleadthedebrief?
Whatexperiencedoestheleader(personfacilitating)haveofdebriefng?
Resources Whatmaps,charts,photos,reportsetcshouldthefacilitatorand/or
participantshaveaccesstobothbeforeandduringthedebrief?
Dealing
with
the
Output
Planning
StageIII
TheClosing
StageI
TheOpening
StageII
TheSharing&
Discussion
9
Oncethesekeyareasandquestionshavebeenconsidered,adebriefngplan(seeAnnex A)
canbecompiled.Thetimerequiredforthedebriefwilldependonthenumberofparticipants
attending.
AlistofkeyconsiderationsandhintsforbestpracticewhendebriefngisprovidedinAnnex B.
2.3.2 Pre-debrief
(a) Disseminationofinformation

Sendinvitationstoallthoseinvolved

Confrmattendeesandthensetthetimeframesforthesessionbasedonthenumberof
peopleattendingegdoesthesessionneedtobeanhourorthreehours?

Confrmvenue,set-upanddurationofmeeting

Createanagendaorprogramme
(b) Settinguptheroom

Ensureroomissetupwithenoughseats,refreshments,etc.

Usingthreedifferentcoloursofstickynotesegblue,pinkandyellow,putthreeblueand
threepinkstickynotesoneachchair.Holdontoyellowstickynotesforlater.

Printoutinpostersizeorwriteuponwhiteboard:
groundrulesfordebriefng
debriefngaims
thethreekeypromptquestions
2.3.3 Stage I: The opening
(a) Introduction
Likemeetings,facilitatingadebriefinvolvesproviding:

awelcometoparticipants

anoverviewofthereasonforthedebriefegfollowingafood,trainderailmentetc

anoverviewoftheaimofthedebrief

anoverviewofthemethodfordebriefng,includingpotentialactionsfollowingthedebrief
ienoteswillbewrittenupandgiventothepersoninitiatingthedebriefandaprocess
developedforaddressinglessonsidentifed

anopportunityforparticipantstointroducethemselvesandtheirroleintheevent

detailsonthediscoverabilityandtransparencyofdebriefngdocumentation(alsosee
section1.2)

anexplanationofhowandwhythedebrieffacilitatorwasappointed.
(c) Review
Provideanexplanationofthepromptdiagramwhichshouldbebasedontheeventorissue
beingexploredinthedebrief.Apromptdiagramcouldbeahand-drawndiagramonawhite
boardoralargepieceofbutcherspaperorsomethingcreatedoncomputerandprintedinA1
orA2size.Thepromptdiagrammaydepictkeymilestones,keydecisions,timelines,etc.Two
examplesofpromptdiagramsareprovidedinAnnex C.
(d) Ponder
Asktheparticipantstotake2-3minutestoconsiderthefrsttwopromptquestionseg
(i) What,forme,werethenegativeaspectsoftheemergency/event?
(ii) What,forme,werethemostpositivepartsabouttheemergency/event?
10
Participantsshouldwritethreeanswerstothefrstquestiononthethreebluestickynotes
andthethreeanswersforthesecondquestiononthepinkstickynotes.
2.3.4 Stage II: The sharing and discussion
Oncetheparticipantshavefnishedwritingdowntheiranswers,askthemoneatatimeto
volunteerabriefexplanation(about20seconds)oftheirthreeanswerstothefrstquestion
andthenplacethebluestickynotesontherelevantplaceonthepromptdiagram.Please
note:Itisoptionalforpeopletoverballysharetheirexperienceswiththegroup.
Wheneveryonewhowouldliketogivetheiranswerstothefrstquestionhasspoken,askthemto
volunteerabriefexplanation(about20seconds)oftheirthreeanswerstothesecondquestion,
oneatatime.Placethepinkstickynotesontherelevantplaceonthepromptdiagram.
Wheneveryonewhowouldliketogivetheiranswerstothesecondquestionhasspoken,the
leader(facilitator)thenasksifanyonehasanyadditionalcommentstomakebeforetheleader
summarisesthemainpointsraised.
2.3.5 Stage III: The closing
Ponder:Giveeachoftheparticipantsoneyellowstickynoteandaskthemtotake2-3
minutestoconsiderthefnal(twopart)question:

FormethemostsignifcantthingIhavelearntduringthiseventhasbeen
..,and

IfIwasinvolvedintheresponse/recovery/functionofanotherdisasterI
would
Oncetheparticipantshavefnishedwritingdowntheiranswers,askthemoneatatimeto
volunteerabriefexplanation(about20seconds)oftheiranswerandthenplacetheiryellow
stickynotesontherelevantplaceonthepromptdiagram.
Wheneveryonewhowouldliketogivetheiranswerhasspoken,theleaderthensummarises
themainpointsraisedandagainreiterateswhatactionswillbetakenfollowingthecompletion
ofthedebrief-iethatthenoteswillbewrittenupandgiventothepersoninitiatingthedebrief
andaprocessdevelopedforaddressinglessonsidentifed.Allparticipantsarethenthankedfor
theircontributionaswellastheirattendanceandthedebriefisthenclosed.
Considerthesuitabilityofsocialfunctionstocontinuebuildingrelationshipsdevelopedduring
theevent.Thefunctioncouldinvolveforexample,food,refreshments,sports,games,orsite
visitfollow-up.
2.3.6 Dealing with the output
Theleaderthentypesupthenotesundertheheadingofeachofthethreequestionsusedin
thedebrief.Thecommentsaregroupedintokeyareasraisedegsomeorallofthefollowing
maybekeyissues:communications,teamwork,humanresources,planning,activation,
staffwelfare,coordination,etc.Thisformsasummaryofthedebriefanexampleofan
organisationaldebriefsummaryisprovidedinAnnex D.
Thesenotesarethenhandedovertotheinitiatorofthedebrief.Itistheinitiatorwhois
responsiblefordevelopingtheactionsandactivitiesforpost-eventorganisationallearning.
Theleadershouldprovidedetailsoftowhomthedebriefdocumentationwillbedistributed,
forexampletheinitiatorandallparticipants.Theinitiatormayalsohavetodistributethe
documentationtoadditionalstakeholders(inthecaseofaninternaldebriefthismay
includemanagersandthechiefexecutiveorinthecaseofamulti-agencydebrief,external
organisations.Inallcases,theinitiatormust:

keepanaccuratedistributionlistandanycommentsreceived;

ensuredistributionofdocumentationtoallparticipants;and

ensureparticipantsareclearontowhomtheycandistributethedocumentwithintheir
ownorganisationorexternally-forexamplenot for general distribution or for distribution
to managers only or for general distribution.
11
2.4 Actions and activities for post-event organisational learning
Onceorganisationaldebriefnghasbeencompleted,anumberofactivitiesshouldbeundertaken,
including:
2.4.1 Notes from organisational debriefng
Followingthedebrief,thecollectionofcommentsshouldbecompiledintoasingleinternaldocument.
Itisthesenotesthatprovidethebasisforidentifyinglessonsfromtheevent.Debriefngsessionsand
thesubsequentnotesmustbetreatedasconfdentialtopromoteano-blamecultureandensurestaff
feelabletosharetheirexperiencesopenlyandhonestly.
2.4.2 An organisational report
Anorganisationalreportshouldbecompletedafterthehotdebriefandinternalorganisationaldebrief
havebeencompleted.Itshould:
summarisethesequenceofevents
identifytheindividualsinvolved
describetheactionsofstaff
provideanaccuratetimeline
remainfactual,concise,objectiveandblame-free.
2.4.3 Identifying lessons from the event
Anorganisationalreportshouldallowanorganisationto:
demonstratewheretheresponsewaseffectiveandwhereitwasnot
establishwhythiswasthecaseatcorporatelevelobjectively
recommendwaystoimprovefutureresponse
resistacritiqueofindividualactions
encourageano-blameculture.
2.4.4 Reviews
Areviewanalysestheplansandarrangementsinplaceatthetimeoftheevent.Itcomparesthem
againstwhatwasdoneandhowthingsdidordidnotwork.Thereportcanprovidefndingsand
recommendationsandbeundertakenbyasingleorganisationoraspartofamulti-agencyreview.
Reviewscanalsofocusonparticularareasofplansorarrangementssuchascommunicationsor
standardoperatingprocedures.Theycanalsoaddresstheresponseandrecoveryactivityinitsentirety
upuntilaparticularpointintime.Thereforeitisimportanttoidentifytermsofreferenceaswellasaims
andobjectivesofanyreview.
Thereviewprocesscanbecarriedoutbysomeonewithintheorganisation.Moreoftenitisconducted
byanindependentperson/teamtoprovideobjectivity.Thispersonwillneedtohaveadefnedscopefor
operating,andwillneedaccesstoappropriatepeoplewithintheorganisation.
2.4.5 Developing an action plan
Bydevelopinganactionplan,lessonsfromtheeventcanbeidentifedandfocusedreviewsundertaken.
Anamedindividualshouldberesponsibleforcompletingeachactionwithinanagreedtimeframe.
Reviewdatesshouldbesetandprogressshouldbedocumented.Anactionplan:
identifestheworkactivities/programmeneededtoaddressthefndings,recommendations
andlessonsagainstatimeframe
12
shouldalsoidentifyanyamendments,changesoradditionstotheemergencymanagement
plans(egCDEMGroupplans)againstatimeframe
includesaprogrammeofidentifedtrainingandexercisingasappropriate
alignswithanychangesrequiredofotherplanningdocumentssuchastheCDEMGroup,
LongTermCouncilCommunityPlans(LTCCPs),districtplansorregionalpolicystatements,
nationalpolicydocuments,strategiesorotherdocumentation.
2.4.6 Lessons learnt?
Havethelessonsbeenlearnt?Learningfromaneventrequiresagenuineprocessthelessonsmust
havebeenidentifed,theactionplancompletedandtheCDEMGroupplantestedandvalidatedby
exercising.Onlywhenpastmistakesarenotrepeatedcanthelessonsbeconsideredlearnt.
Post-event Checklist
CDEM Stakeholders should:
holdanappropriateorganisationaldebriefngfollowinganevent
undertakeareviewofplansandarrangementstopromoteorganisationallearning
developreportsandactionplansasnecessarytoaddressidentifedlessonsand/orgaps
identifysuitabletrainingandexercisingfollowingthedebriefngprocesstovalidatenew
arrangements
13
Part 3: Other Organisational Debriefng Models
3.1 New Zealand Police debriefng guidelines
ThefollowinginformationhasbeenreproducedfromthePlanningandCommandchapterintheNew
ZealandPoliceManualofBestPractice(1998)withthekindpermissionoftheNewZealandPolice.
Debriefngisasubsequentexaminationoftheoperation.
Debriefngisnecessaryto:
Criticallyexamineanoperation.
Recordsuccessfulactionsandtechniques,forinclusioninfutureplansandtraining.
Evaluatewhatwentwrong,sothatitwonthappenagain.
Solicitsuggestionsforimprovementandconsidervalidcriticisms.
Identifyanyneedforwelfareassistanceorsupport,andprovidethatassistanceifrequired.
Debriefngshouldtakeplaceassoonaspossibleaftertheoperation.
Guidelines
Whenyouareholdingadebriefng,observethefollowingguidelines:
Setanagenda.
Iftheoperationwaslarge,askonlykeypeopletoattend.Ifitwassmall,allstaffcanbe
included.
TheOperationCommandershouldchairthedebrief.
Askawriterofshorthandtorecordthenamesofthoseattendingandapologiesfromthose
unabletoattendandtorecordallpointsraisedduringthedebrief.
Donotapportionblame.Complaintsaboutindividualsmustbeconstructive.
Acknowledgeandrecordanymembersexemplarycontribution.
Clarifymisunderstandings.IftheOperationCommandercannotresolveanyproblem,heor
shemustnotifytheproperauthority,followthematterupandgivethestafffeedback.
Afterthedebrief,havetheshorthandnotestypedanddistributecopiestothosewho
attended.Acopyofthenotesandarecordofallsubsequentactionshouldbeplacedonthe
operationflebeforeitisfnallyfled.
14
3.2 New Zealand Fire Service post-event report template
ThefollowingtemplatehasbeenreproducedwiththekindpermissionoftheNewZealandFireService.
ReportType _______________ IncidentDetail(date,time,location) __________________
LocalFileNumber _______________ EventTypeegseriousharmaccident __________________
Reportcompletedby_______________
1. Report Summary
Thisisasummaryofthereport.Itshouldbeabout1pageandhighlighttheimportanteventsand
signifcantconclusions.
2. Terms of Reference
TheTermsofReferenceareprovidedbythereportSponsor.Thewillincludethekeyareasthat
theinvestigationistoaddress,theinvestigationteammembersandcanbeindraftformuntilthe
investigationisunderway.TheTeamLeadercanapproachtheSponsortoaltertheTermsof
Referenceiftheyfeelthatadditionalfndingswillbeofvalue.ItistheSponsorsroletodetermine/
agreetheTermsofReference.
3. Incident Details
Thiswillbeasummaryofeventsleadingtotheaccident,includingadescriptionofwhat
happenedandactionsimmediatelyfollowing.Oneortwophotographsmayservetohelpinthis
description.
4. Contributing Factors/Evidence
Thisistheareawhereyouwritethesummaryofallevidencegathered.Includingasummary
ofwitnessstatements,records,policyandproceduresthatapply.Alsoevidencerelatingto
equipmentetcthatwasinvolved.Itisnotaverbatimrecord.Oneor2photosthatareimportant
mayhelphere.
5. Compliance with Operational Procedures etc
Thisiswhereyouwriteyourassessmentbasedonevidence,recordsandproceduresofany
issuesrelatingtoOperationalProceduresetc.
6. Conclusions (assessment of what happened)
Thisiswhereyourknowledgeandexpertiseisappliedtodrawingonallyourfndingstoidentify
whathappened.
7. Considerations for Corrective Action Plan
AsitistheSponsorsroletodeveloptheCorrectiveActionPlan,thisiswhereyouidentifythose
areasthatneedtobeconsideredintheCorrectiveActionPlan.Theresultoftheassessmentof
Businessrisk(legislativecompliance,breechesofH&SetcfromtheRegionalH&SManager)are
boughttogetherasmattersforthesponsortoconsider.
8. Appendix
Listandattachthoseitemsthatformavitalpartoftheinvestigation.ThismayincludeTechnical/
Expertreports,photographs,witnesslistetc.Youmaywanttoscanitemssotheycanbe
includedelectronically.
9. Investigation and report completed by:
Name: _____________________________________________ Date: _________________
10. Report approved/received by:
Name: _____________________________________________ Date: _________________
15
3.3 Rural Fire Authorities national debrief guideline and debriefng
template
ThefollowinginformationhasbeenreproducedfromtheNationalDebriefGuideline(2001)withthekind
permissionoftheRuralFireAuthorities(RFA).
NATIONAL DEBRIEF GUIDELINE
1. Introduction
TheobjectiveofafredebriefisforaFireAuthoritytoreviewtheeventsofafreincidentandthe
associateddevelopmentandcontrolefforts.Throughdiscussionwiththoseparticipatingatthefre
anoverallperspectiveoftheoperationcanbegained.Thisprovidesanopportunitytoevaluatethe
practicesandproceduresinvolvedandmakerecommendationsforimprovementwherenecessary.A
debriefisnotintendedtojustifyactions,makerecriminations,pushapersonalagendaorapportion
blame.Itisafactfndingexercisethatshouldbebothpositiveandconstructive.Thissetofguidelines
andtemplateisintendedtostandardisethedebriefngprocessthroughoutNewZealand.
2. When to debrief
Adebriefismandatorywhenthereis:
AlikelyclaimontheRuralFireFightingFund(e.g.over$1,000offrefghtingexpenses)
Signifcantinjury(s)tofrefghtersorpublic
Signifcantoperationalshortcomingsorunforeseenevents
Adebriefisoptionalwhen:
Landownerrequests
Thereismediainterest
Thereisarson/maliciousintent
Anyotheroccasionwhenlessonscanbelearned.
3. When to hold the debrief
Assoonaspossibleandatleastwithintwoweeksafterthefreisdeclaredout.
4. Preparation prior to debrief
Wherepossibleanindependentfacilitator/chairpersonneedstoberetained.Itisthatpersonsjobto
workthroughtheagenda,managetheparticipantsanddrawoutpertinentcomments.Thefacilitator
needstoworkthroughtheattachedtemplate,selectingandrecordingtherelevantdetail.Actionpoints,
lessonslearnt,andotherrecommendationsalsoneedtoberecorded.
Thepurposeofthedebriefisnotawitchhunt.Itisimportantthatthedebriefishonestandopenand
thatshortcomingsofthefreoperationareaddressed.Thefacilitator/chairpersonneedsto:
Ensurethatinvitationshavebeensent,includingnotifcationofexpectationswhere
presentationsorreportsareexpected.
Introductionswelcomeparticipantsincludingwhoiswhoandtheirrole/responsibilities
Outlinereasonsfordebriefbeingheld
Recordattendance
Designateanotetaker
Commentsrecordedondebrieftemplate.
16
5. Debriefng requirements:
ItistheobligationforthePrincipalRuralFireOffcer(PRFO)toensurethatthepracticalrequirementsfor
thedebriefarecompleted.Theseinclude:
Venue,dateandtimeandnotifcationdetailsdecidedbytheRFAandPRFO
Supplyapaperorelectronicversionofthenationaldebrieftemplate
Preparationofaids,including:

Mapoffrearea,260NZMSseriespreferableblowntoalargerscale,withfremarkedat
differenttimesincludinglocationofkeyoperationalfacilities

Overheadprojector,slideprojector

Firelog(s)

Whiteboardandpen

Largesheetsofpaperformakingupchartsandsummarisingkeypoints

Powerpointpresentationdataprojectorifneeded.
6. Recommendations and action points
Asthedebriefsessionprogresses,recommendedactionpoints(concerns,ideasforimprovementor
problemsincurred)raisedbytheparticipantsorfacilitatoraretobelistedinthetableprovided,see
debrieftemplate.Assigningapersonresponsibleforlookingintotheactionpointandindicatingan
expectedcompletiondatewillensurethatideasarenotlost.
Debrief Reference Action Required Person to Action Expected
Completion Date
4.1Notifcations LiaisewithComcenonzonecallout BWright Dec2001
4.0Topography& Bootstooheavyforarduoushill BNeat Jan2002
4.10.2FireEquipment climbingoverlongduration
7. Facilitators Summary
Itisimportanttoendthemeetinginapositiveway.Thefacilitator/chairpersoncanachievethisby:
Identifyingthegoodthingsthathappenedatthefre
Supportingtherecommendationssuggestedbythedebriefparticipants
CommentonwhetheranOperationalReviewshouldberecommended
Advisingwhenandhowthedebriefnoteswillbemadeavailable
Thankingdebriefparticipantsfortheirattendance
8. Attachments
Itispreferableforthepersonswhomakecommentsonspecifcdebriefpoints,tohavesupporting
documentationforattachmenttothedebriefreport.Thesecanincludemaps,debriefpresentation
notes,communicationcharts,accidentreports,mediacomments,andphotos.
17
NATIONAL DEBRIEFING TEMPLATE
FireName .................................................................................................................................................
RuralFireAuthority ...................................................................................................................................
DebriefDate ........................................................ Reference ............................................................
Venue ..................................................................................................................................................
Facilitator/Chairperson................................................................................................................................
Note: Complete sections relevant to this fre 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 IncidentManagementandOffcer(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 Notifcations
7.2 Turnout
7.3 IncidentManagement(IncidentController)(Name:.................)
7.4 CIMSorganisation(IncidentController)(Name:.................)
18
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 Firefghtingstrategies Notes:
11.5 Notifcations&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).

19
Annex A: Example of a structured debriefng plan
Structured Debrief (basedonapproximately20attendees)
Experience: Theresponsetothe_____________emergency/event
Date: / /Time:_____minutesParticipants (number):______
Introduction Debrief Aims
4minutes
1. Torefectontheexperiencesofstaffinvolvedinthe___________event
from_____(day,month)until____(day,month)____(year).
2. Identifypersonalexperiences.
3. Viewssharedanddiscussedtoestablish:
(a) personallearningandthefuturepositiveuseofthatlearning,and
(b) ideasforthefutureofyourorganisationsinvolvementintheresponse
and/orrecoveryofcommunitiesfromdisasters.
Review Visualaid(apromptdiagram)whileparticipantsconsidertheirresponsesto
4minutes thefrsttwoquestions.
Ponder Whatformewerethenegative/worst/bad/lowest/leastsuccessfulaspectsof
10minutes the_________________event?
(a)
(b)
(c)
Whatformewerethemostpositive/good/best/mostsuccessfulpartsofthe
_________________event?
(a)
(b)
(c)
Sharing and discussion Viewssharedduringafacilitator-leddiscussion
54minutes
Summary Facilitatorsummarisesmainpointsraised
2minutes
Ponder (a) FormethemostsignifcantthingIhavelearntduringthiseventhas
6minutes been..,and
(b) IfIwasinvolvedintheresponseand/orrecoveryofanotherdisasterI
would
Sharing
10minutes
Closure
2minutes
Debrief led & planned by: _______________________(NameandOrganisation)
20
Annex B: Key considerations when debriefng
Aimswriteupandkeepinview(thiscanbedoneonawhiteboard,butcherspaperetc)
Explainoverallapproach(stages)andthetimethedebriefshouldfnish
Explainthepresenceofobserversieaninitiator
Explaingroundrulesoforganisationaldebriefng
Askgrouptobeasopenandhonestastheyfeeltheycanbe
Remindallviewswillbevaluedfocusisfuturepositive
Notmakinggroupdecisionsorlookingforconsensus
Saywhatyouintenddoingwiththedebriefoutput
Goforaclearvisualoutlinekeepitsimple
Introduceandkeepinview
Itspurposeistostimulatethinkingandprovidehooksfortheirideas
Writeupyourpromptquestionsifpossible
Checkunderstandingandaskforthepondertobeinsilence
Possibleuseofstickynotes(notalwaysnecessary)
Keepcontroloftime,Afewsecondsmore
TellgroupwenowmoveontotheSharingandDiscussionStage
Divideyourtimebetweenthepromptquestionsused(usuallytwo).Considerthefollowing
subjectsforpromptquestions:
- Notifcation/activation
- Deployment/mobilisation
- Operationalissues
- Relationshipmanagement
Askonepersontospeakatatimeandcontrolanysideconversations
Dealwiththenegativeviewsfrst
Alltohaveanequalopportunitytosharetheirthoughts
Createpicturebymappingstickynotesorkeywords
Askfacilitativequestionstobringout/developpointsmade
Donotexpressyourownviews
Diffcultyinmakingnotesconsideroptionssuchasstickynotes,fipchart,anotetaker
Beawareofindividualswantingtospeakbringthemin
Encouragediscussionbetweenindividuals
Keepaneyeonthetime
Moveontopositiveviewsforthesecondhalfoftheperiod
Remembertoremainneutralduringfeedbackandprovideencouragementwhensomeone
commentsegthanksforthat,headnod
Beconciseanddonottrytoevaluatewhathasbeenraised
Referthegrouptowhatisbeforethemifvisuallydisplayed
Remindthegroupthattherewillbenofurtherstructuredopportunityfordiscussion
Tellgrouptheyarenowstartingtheclosingstageofthedebrief
Writeupthefnalpromptquestion
Considerusingstickynotestowriteanswerson
Checkallunderstandaskforthistobedonewithoutdiscussion
Keepcontroloftime
Remindnofurtherdiscussionlistentoeachother
Eachtoreadouttheirknownwordsinturn
Donotletanyoneexpandontheirviews
Collectstickynotesanddisplayonthepromptdiagram
Thankallfortheirparticipation
Saywhatyouintenddoingwiththeirfnalviews(theoutput)
Considerusingasocialoccasionforcontinuedrelationshipdevelopmentifappropriate

I
n
t
r
o
d
u
c
t
i
o
n

R
e
v
i
e
w

P
o
n
d
e
r

S
h
a
r
i
n
g

a
n
d

D
i
s
c
u
s
s
i
o
n

S
u
m
m
a
r
y

P
o
n
d
e
r

S
h
a
r
i
n
g

C
l
o
s
u
r
e

21
A
n
n
e
x

C
:

E
x
a
m
p
l
e
s

o
f

p
r
o
m
p
t

d
i
a
g
r
a
m
s

f
o
r

d
e
b
r
i
e
f
n
g
22
Annex D: Example of an organisational debrief summary
Occasion/Event: TheResponse/RecoverytotheFebruary2004FloodEvent
Aim of debrief: 1. Torefectontheexperiencesofstaffinvolvedin__________eventfrom
_______(date)until_______(date).
2. Identifypersonalexperiences.
3. Viewssharedanddiscussedtoestablish:
(a) personallearningandthefuturepositiveuseofthatlearning,and
(b) ideasforthefutureofyourorganisationsinvolvementintheresponse
and/orrecoveryofcommunitiesfromdisasters.
Place:
Time:
Debrief led by:
Initiator/Client:
Participants:
Material output 1 Originalnotesandresponse
of debrief:
2 Debriefsummary(thisdocument)
3 Responsesmadeduringthedebrief(attachedasanannex)
Debrief Report: Example only
Thedebrieftookplacefollowinganintensiveperiodofbothresponseand
recoveryactivitybystaffduringthe___________event.Twenty-fvestaff
membersattendedwithrepresentativesfromthecentraloffceaswellasfeld
stafffromtheaffectedregions.
Thedebrieffocusedoneachindividualspersonallearninganditsfutureuse.All
weregivetimetorefect,togenerateandexpresspersonalviewsandtolisten
toothers.Finalresponseswereexpressedtothewholegroup.Allparticipants
weregiventheopportunitytorefectontheirrolesandtocontributetheirviews
indiscussion.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
23
www.c|r||defence.gort.nz