Human factors
and decision making, during both the tabletop and live exercise, proved beneficial. This was recorded in the initial hot debriefing immediately after, and then later at a cold debriefing, a month later, when all agencies had an opportunity to communicate with their individual teams and discuss the day’s events. The use of debriefs immediately after a situation and then later, after a chance to evaluate and reflect, is a critical aspect of evaluating the scenario. A debrief is about generating a learning conversation to identify what different people thought went well, what did not go well, what was expected to happen versus what happened, what has been learned and what is needed to improve.12
What went well Areas of good practice that were identified through the debriefs included: l Concise and direct reaction from the fire alarm being raised to the Trust fire team responding.
l Communication between CFRS and the incident command team.
l Individual theatre team’s response and ability to remain calm and continue to assess and care for the simulated patients, while waiting for further advice.
l Theatre team’s response to several ongoing scenarios and the management of said change.
l Staff reported feeling a lot more confident in their own abilities to deal with an evacuation of the theatre complex.
l Staff reported, after undertaking the simulation, feeling that that they would be able to cope much better both physically and psychologically in a real event.
What didn’t go well Areas highlighted that need some reflections and further testing and planning included: l Several theatre teams made a decision to self-evacuate with their patients through a route which was not confirmed safe.
l The said teams did not communicate back to the incident command that they had left the area and were safe in another location, which meant the incident command team were still planning to evacuate those theatres.
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l The theatre environment and signage. It was difficult for the fire team to identify which theatre was which, due to the reduced visibility with the smoke. The size of the theatre complex, and the fact that the operating theatres are based across several fire zones also required reflection.
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l The automatic doors unlocked correctly in the zone in which the fire was identified but other areas remained locked. This was problematic, as the Fire and Rescue Service’s designated route from the outside was hindered while the areas were unlocked.
l Another issue discovered, linked to the size of the theatre complex and the building materials used in the construction was that the communication systems used by CFRS were disrupted requiring a radio booster to be positioned to allow effective communication between the crews inside the complex and those outside.
Learning It is vital to address the things that did not go as well, as a positive learning experience. Without undertaking the exercise, it would have been impossible to predict these, which has enabled a plan to be put in place to address changes required to the response plan and mitigations to any identified risks. Some of these were as simple as informing those involved that, when making the initial call to the emergency services, to do so in an area away from the alarms. After the exercise, the fire service provided
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