Appendix A , item 39. PDF 1 MB - Greater Manchester Fire and ...

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There are three main types of Operational Debrief undertaken within GMFRS: i. Level One (Hot) Debrief Carried out at the earliest opportunity following conclusion of an operational activity. Conducted either at the scene, or immediately upon return to the normal place of work. ii. Level Two (Tactical) Debrief Undertaken for any operational incident or training event which has the potential to raise significant learning opportunities. iii. Level Three (Strategic) Debriefs Strategic Debriefs provide a supportive and confidential environment in which the performance of the senior incident commander can be discussed openly. All Strategic Debriefs are coordinated and facilitated by OA and focus specifically on ‘command decision making’. GMFRS first formalised arrangements for debriefing operational activities in 2005. The organisational approach has proven to be effective for a number of years in providing a robust and credible method for the capture and collation of incident/exercise outcomes. In recognition of the elapsed time since the introduction of the existing practices and in response to an accumulation of related issues on the OA Emerging Themes Register, a review of the existing was undertaken during Quarter four of 2012/13. The review found that the current level of ‘buy in’ from operational staff is viewed as a significant area for improvement, as is the ‘closing the loop’ element of the current procedures which presents some risk to the organisation through lack of awareness. This also has the potential to stifle both organisational learning and service improvement. As an outcome from the review, the following recommendations for improvement were agreed by LT at its meeting of 8 March 2013: (i) (ii) Provide a more pragmatic approach to the completion and monitoring of tactical debriefs, through the removal of the targeted (Quantitative) approach and replace this with a more reasonable (Qualitative) approach which focuses on developing a culture of learning. Existing OA procedures should be strengthened to include active monitoring and analysis of both resolved and unresolved issues, for the purpose of informing the Emerging Themes Register. To maximise the benefit of this resource intensive activity, the current strategic debrief process should be refined to ensure the learning outcomes are more effectively shared with a wider audience. This should include more effective communication of the collective outcomes by OA, in the form of a quarterly presentation to all operational personnel. 16
(iii) Development or replacement of the current electronic debriefing system itself. Progression of the review recommendations will ensure that GMFRS maintains a debriefing system which remains ‘fit for purpose’ and justifies the considerable resources being invested, through delivering meaningful outcomes and driving service improvement. Delivering these outcomes will form a significant activity for the OA and therefore 60 assurance days have been allocated to delivering this aspect of the Ops Assurance Plan during 2013/14. 17
Page 1 and 2: APPENDIX A Operational Assurance Pl
Page 3 and 4: Miscellaneous Assurance Activities
Page 5 and 6: 1. Introduction 1.1 Background Grea
Page 7 and 8: vii. OAA - Peer Review The Service
Page 9 and 10: 2.2 Flexible Approach As can be obs
Page 11 and 12: 2.4 Role of the Borough Officer Whe
Page 13 and 14: 2.7 Methodology Applied The minimum
Page 15: 2.13 Thematic Reviews Thematic revi
Page 19 and 20: The OA procedure is currently under
Page 21 and 22: Directorate Risk Register This regi
Page 23: Appendix A Annual Availability Oper
Page 26 and 27: Emerging Themes Process Map Appendi

Appendix A , item 39. PDF 1 MB - Greater Manchester Fire and ...

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