Contents. 1. 1.1. 2.
2.1. 2.2. 2.2.1. 2.3. 2.3.1.
2.3.2. 2.4. 2.5. 2.5.1.
2.5.2. 2.6.
2.6.1. 2.6.2. 2.7.
Debrief Template
3. 3.1. 3.2. 3.3.
3.3.1. 3.3.2. 3.3.3. 3.4. 3.5.
3.6. 3.6.1. 3.7 The national briefing model This is a way of describing the briefing and debriefing process and can be broken down into five key elements:. briefing of intelligence. individual and team tasking.
delivery methods. debriefing.
results. Briefing and debriefing process Briefing All police personnel should be thoroughly briefed on the purpose of an operation prior to participating in it. The time available for briefing will vary, depending on the circumstances. Briefings can also be used to inform personnel about how to respond to the. Content This should be tailored to the needs of the team. For example, a team returning to work after rest days should be provided with facilities to self-brief on historical issues, but a formal briefing on current and relevant tasking for that day is required.
Briefing structure Briefings should be structured according to the needs of the operation and directions from the. The IIMARCH model is a form of briefing structure that can be used. The IIMARCH model. Using the model assists personnel to meet briefing objectives, and to assess the most suitable method and environment in which to deliver the briefing.
Operation order The operation order is a document that links basic information regarding an event or incident with the structure of the police response and, primarily, the operational resource requirement. The purpose of an operation order is to focus and coordinate the police response towards specific objectives, by describing how resources are to be deployed. Gold strategy parameters The operation order should be developed in accordance with the parameters set by the. The order itself may be delegated to a planning team consisting of geographically relevant or local commander(s) and other officers experienced in the planning process. Duration and complexity of the operation The operation order should reflect the duration and complexity of the operation and identify contingency plans. It should not replace the briefing, but where possible should be available for use in conjunction with the briefing. Briefing staff on the media Further information APP on Any staff coming into contact with the media or members of the public should be given general guidance about the information that they should or should not release.
A generic media aide-memoire may be distributed to all personnel as general guidance. Briefing objectives. Personal briefing styles vary, but there are certain key objectives to meet in a briefing. These are to:. ensure that the team has assimilated the relevant information contained within the briefing (this can be checked by conducting random knowledge checks to confirm understanding). ensure that individual members of staff understand their responsibility for the allocated task. confirm there are sufficient resources to conduct the required tasks (this includes situations where staff may self-brief, for example at remote stations).
Briefing prompts It may be helpful to develop a briefing prompt sheet which covers these key objectives and facilitates the delivery of the briefing. Training Commanders should be given specific training to deliver briefings and debriefings so that they have the required skills to conduct them effectively. Preference may also be given to using an appropriately trained, dedicated briefing team. Method and environment Commanders should consider the most appropriate briefing method to use, based on the number of staff involved and the complexity of the information to be passed on.
Briefing does not necessarily have to be conducted verbally or in person. Geographic location or timing may mean that other methods, such as e-based, audio-recorded or written, are more suitable. Good communication If the briefing environment is not conducive to good communication, the briefing process is undermined. This applies to physical briefing space and digital/virtual briefing methods. Media/non-police representatives Careful consideration should be given to the content of any briefing where the media or non-police representatives are in attendance. This should avoid inadvertently disclosing tactical and sensitive information, or identifying officers who may ordinarily work in covert roles.
Checklist Briefings should be:. secure to prevent unauthorised access or sensitive information being compromised. concise but sufficiently detailed to thoroughly inform. adequately timed.
consistent, particularly where large number of officers are involved. documented as part of an operation audit trail.
Debriefing The purpose of debriefing is to identify good practice and areas for improvement, which could include. The gold, silver or bronze commander should establish, at an early stage, the debriefing arrangements required and identify who should be responsible for compiling and assessing any debriefing material generated. Pressure on operational staff can lead to debriefing being overlooked. This should not be allowed to happen as effective debriefing will ultimately minimise bureaucracy, streamline current procedures and reduce demands on operational staff. Commencing a debriefing The debriefing process should have a and begin in the early stage of an operation so that those personnel deployed in the initial phases can provide information for later phases of the police response. A full record of the debriefing should be retained for purposes. Organisational learning Effective debriefing leads to many positive results for an organisation.
The use of the in forces ensures a consistent flow of communication between different departments, and from managers to patrol and neighbourhood teams. This means that more staff have a better understanding of their role in the organisation and how they can contribute to performance. It also allows more information to be collected, which in turn assists future command decision making. Debriefing processes should be incorporated into the daily business of policing.
When this happens, there are significant outcomes for the organisation as a whole and more outputs from operational teams in respect of, for example, intelligence material, arrests and public reassurance. The evaluation of the outcomes and processes of operations enhances corporate knowledge and develops the expertise of staff involved. This is particularly relevant in an when several organisations would be involved.
A greater understanding of policing issues leads to improved effectiveness of future operations. Emergency and/or major incident Major incidents are any emergency that requires the implementation of special arrangements by one or more of the emergency services, and generally include the involvement, either directly or indirectly, of large numbers of people.
Report Following the conclusion of an emergency and/or major incident, a report should be produced detailing the experiences gained by those organisations involved in it. This benefits the wider policing community, emergency services and other organisations. Multi-agency report The determines how a multi-agency report will be compiled and circulated. Each of the organisations and emergency services involved in an incident may conduct their own internal debriefings. Issues arising from those debriefings that are internal to an organisation should be addressed by them in an appropriate manner.
Issues Issues identified that have implications for more than one organisation, or that apply on a multi-agency basis, should be brought to a forum convened to address the outcomes of the internal debriefings. This forum should be seen as an opportunity for all organisations involved to understand and share what went well during the response and recovery processes and to identify areas for development. In order to progress the outcomes of this process, all participating organisations should compile and agree an action plan. Debriefing performance management If there are issues regarding the operational performance of a team during an operation, the team supervisor should send a report to the manager in charge of that team. This ensures that lessons learned are disseminated appropriately. It also helps to prevent mistakes recurring and allows the spread of good practice.
Dissemination Information and other products from the debriefing process should be circulated at local and force level so that they are accessible to all personnel. This ensures that organisational memory systems can grow and develop. Debriefing structure Staff debriefing is likely to be one of the most productive areas for capturing information. A debriefing must be tailored to the needs of the team in question, but the structure, purpose and focus of the debriefing should be consistent. Although a debriefing should ideally occur at the end of a shift, this may not always be possible.
A hot debrief should always be conducted at the end of a police operation. Debriefings need to be structured and must follow a set agenda.
They should be a standard phase of every operation, and the information obtained should be used to benefit future operations. The recommended debriefing structure is the national decision model mnemonic, but forces may develop their own structured debriefing templates. There is a range of issues (operational and tactical, organisational, evidential) to address in a debriefing process, although not all will be required in every situation.
Each has a different but equally important purpose. Partner agencies Where partner agencies were involved in the police response, they should be invited to participate in the debriefing. This is particularly important with larger or protracted incidents or operations where aspects of the command structure, tactics or equipment used can be reviewed for future learning. Forces should use the outcome of partner agency debriefings, if appropriate, in future responses. Audit and disclosure A full record of the debriefing, including the time, location and those present must be retained for auditing purposes. This record is material which is potentially disclosable under the provisions of the mand the.
If a senior investigating officer has been appointed, they may require all debriefing material to be indexed and retained in case of subsequent criminal proceedings or some other form of legal or judicial inquiry. A statement can be added to written material to clarify the purpose of the debriefing and to avoid potential litigation in the future. The restrictions relating to debriefing during post-incident procedures should be noted.
My last several Firefighting-360 columns have focused on communications. The last part of an effective fireground communication cycle is the mission/task debrief. Debriefs are an essential part of learning, improving and identifying how human factors affect our actions at every incident. Firefighters were born to talk, and that’s how they should conduct a debriefing: listening and talking to each other in an open and frank manner. The discussion is conducted as soon as possible after the event, sometimes right there on the apparatus tailboard before the team leaves the scene.
This is where they can learn about their strengths and weaknesses, and create a clear vision of their future needs. Debriefing an incident or training event can also generate valuable lessons learned that can be institutionalized into future operations. Due to the tactical details and high risk involved, it has become common practice for special operations, hazmat and technical rescue teams to conduct debriefings immediately after their incidents. Because of the new challenges and risks involved in all of today’s incidents, emergency responders should perform some kind of a debriefing following every event.
Debriefing Items Several items can be discussed when conducting a debriefing, but it all begins with evaluating the crew coordination:. Did the team practice good crew resource management skills (followership, leadership, decision making, situational awareness, etc.)?. Were there any deviations from the standard operating procedures (SOPs) or standard practices?. What were the unusual situations, either positive or negative, and how were they handled?. Was the workload management rushed, overloaded or confused?. Were there any personnel conflicts or differences in expectations?. Were there any maintenance discrepancies?
All of these items, and possibly more, should be addressed in an open and non-confrontational fashion. Native Advertisement Rules of a Debriefing The first rule at a debriefing is that everyone must check their feelings at the door. All team members, especially the leaders, must be comfortable talking about errors they might have made. Human error is a fact of life. We all make mistakes, and there is no process or event, when the human element is involved, that is free of them. But it just doesn’t make sense to continue making them; it’s better to talk about how we can improve.
So everyone must be ready to stand up for their own mistakes and be willing to constructively talk about others’ mistakes. General Peyton C.
March, chief of staff of the United States Army from 1918–1921, said, “Any man worth his salt will stick up for what he believes is right, but it takes a slightly better man to acknowledge instantly, and without reservation, that he is in error.” Be ready to provide constructive criticism and to accept it. Participate in the debriefing with honesty and candor. The focus should be on team performance. Openly congratulate, and constructively criticize, others while dissecting every phase of the operation.
The Leader’s Role The role of the facilitator is an important part of a well-run debriefing. If you’re doing a “tailboard debrief” immediately after the incident, a company or chief officer will probably guide the discussion.
But if you’re holding a more formal debrief, due to the size or complexity of the incident (also called an after-action review or post-incident analysis), then it might be best to have someone not personally involved in the incident lead the discussion. This will help ensure that at least one person is focused on staying on agenda and keeping people involved. The facilitator’s skill in planning agendas, creating the appropriate group environment, encouraging participation and leading the group to reach its objectives is essential to the success of the debrief. Good facilitators begin by setting the expectations for crew participation. They create and maintain a safe, open and supportive environment for all group members, while guiding the session to the extent necessary to achieve the debrief objectives. The ability to draw out quiet crewmembers is a vital link to team growth and cohesiveness.
Facilitators should ensure that all critical topics are covered, integrating instructional points as needed into the crew’s discussion. It’s imperative that positive aspects of the crew’s behavior are reinforced. Debriefing Tactics A debrief is a straightforward analysis of how everyone performed and should be based on three things:.
What occurred?. How did it happen?. What could be done differently to improve the end result? Knowing that execution is usually our weakest link, begin by dissecting the operation. Remember: It’s not who’s right, it’s what right!
Look for the facts by asking, “What did you do?” The following are questions and responses taken from a debriefing that occurred after a house fire that involved an LP tank fire, a car fire and a problem establishing a water supply. Question: Describe the conditions of the emergency upon your arrival. Answer: As the first-in engine, the conditions we found on arrival were a fully-involved vehicle under a carport with a vented 250-lb. LP tank with ignition that was impinging on the B side of the structure. Question: Describe your actions or assignments. Company flow funcrusher plus torrent.
Answer: As the driver of E23, my assignment was pump operations consisting of supplying both 1¾' preconnects, the 2½' pre-connect and a monitor with a 1 3/8' tip. Question: Identify and describe any unique problems you may have encountered. Answer: As the driver performing pump operations, I encountered communication problems while supplying the engines. Initially, I was under the assumption that E33 was supplying E23 directly, but I later found out that E26 was relaying from E33 to E23.
Prior to a water supply being established, I made attempts to get tank water from RE35 and E26, but I only succeeded in getting E26’s water. A main concern is that E23 ran out of water for approximately 30 seconds waiting for E26’s tank water before the relay was set up from E33. Question: Any recommended changes in planning, procedures, training or equipment as a result of this incident? Answer: I saw E33 lay dual lines away from my engine. I assumed that E33 would be supplying me from the hydrant, but E33 ran out of hose. If there are any doubts about making a single lay vs.
A dual lay because of distance, make the single lay! You can always lay another line later.
Question: Did you encounter any safety problems? Answer: Yes, running out of water SUCKS! Analyze the Execution Now that everyone has discussed the facts, you can analyze the execution and identify the probable cause(s) of any identifiable error. This is the hardest part of a debriefing—determining a cause. Every cause has a human component, known as the how.
An example from the above debriefing: E23, the attack engine, had limited water supply for exposure protection, and at one point ran out of water. How did this happen? E33, assigned to complete a reverse lay to a hydrant, ran out of hose, which delayed the establishment of a continuous water supply. The active human error was that the crew on E33, while progressive, miscalculated the distance from the attack engine to the hydrant. That was human error. But what was the root cause for the delay, and the loss of a continuous water supply?
It points to a lack of teamwork, discipline, communication and training. The officer and firefighter from E33 departed the engine at the fire, leaving the driver completely on his own to make a difficult decision during a stressful event (house on fire, car on fire, LP tank on fire, and possibly an occupant still inside; must get water supply quickly). The driver knew he needed lots of water, which eventually would require dual lines, and really thought he could make it to the hydrant.
Sometimes we have to accept reality and be disciplined with our response. Finally, as with most events, there was a lack of communication. Once the driver realized the problem (ran out of hose), he tried to solve the problem himself and didn’t communicate the issue to command. An Invaluable Opportunity Critiquing a fire or other significant incident provides us with an opportunity to review the effectiveness of our actions and procedures during an actual incident, including the overall quality of our services to the community.
This review can be invaluable in improving our individual, company and department performance at future incident operations. The information obtained from a critique may be used to complete an informal or formal post-incident analysis, or to develop future training and safety needs through the publication of an article or a hands-on training program.
CALM - Crisis, Aggression, Limitation and Management Post Incident Debriefing Research suggests that 'victims' of attack often experience the reaction of colleagues and their employing agency as the most distressing aspect of an assaultive experience. De briefing programmes are aimed at equipping services with the skills and procedures required to ensure that staff are effectively supported after an incident and that services are able to constructively review and improve their incident management procedures. Factors necessary to ensure that employers meet their statutory obligations towards service users and employees under Health and Safety legislation. Services to individuals with challenging behaviour operate within a complex framework of law and regulation. Balancing the rights of service users with those of staff can be a complex matter, with considerable penalties for employers judged as non conformant with required standards.
No where are these tensions more vividly highlighted than in the employers response to an employees distress after an assault. The manner in which staff are de briefed and the tensions between employee support and ensuring accountability, require a balancing act on the part of the employer. Regrettably a growing volume of research and public inquiry reports highlight that services supporting people with challenging behaviour often face two problems. Violence from service users and violence from staff.
Hence ensuring the transparency of practice remains a key element of effective service delivery. Effective post incident de briefing can also play a fundamental role in ensuring that services monitor, audit and update their safety systems, thus preventing future incidents and damaging litigation. Translating the concept of the “Learning Organisation” from aspiration to reality. Regrettably de briefing, even where it is undertaken, is poorly understood. Specific, widely used models are actually advised against by research and statements from regulatory bodies. A development with considerable implications for agency liability. CALM Post Incident De Briefing training courses allow employers to navigate through these complex issues to ensure an effective system of practice which addresses the rights of all stakeholders and enables organisations to support staff and to effectively monitor the effectiveness of their safety systems.
. In this episode, I wanted to look at how to write an Incident Report, also referred to as a Postmortem. Rather than give you something of my own creation, lets look at a Google Incident Report from early 2013, which I think serves as a great example. Before we dive in, I should mention that I am not affiliated with Google in any way, I just liked how they handled this Incident, and I think their write up should be set forth as an example for others to follow. You can find a link to the Incident Report in the episode notes below. Working in IT, we all know that from time to time, things go off the rails, despite our planning and best intentions.
When things go really wrong, you might be asked to write an Incident Report that can be shared with senior executives, fellow staff, or even customers. I recommend you go through this process whether anyone will read these or not, since it can serve as a guide, and you will be analyzing your environment when things go wrong, and building ways to prevent the same types of failures moving forward. When I read Google’s Incident report about a their API service outage, it struck a cord with me, because it seemed to answer all of my questions, and helped give the impression they know what they were doing. We are not going to read the entire report, but lets look at the reports structure, and several things mentioned in it. The structure is actually surprisingly simple and yet powerful. The report is made up of five parts, an issue summary, a timeline, root cause analysis, resolution and recovery, and lastly, corrective and preventative measures. Lets review each of these parts in detail. The Bangles.
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