The sections 8.3 - 8.9 above relate more to a structured debrief set up which would ordinarily follow a significant incident or event, either by the nature of its size, complexity or rarity etc.

A key element to take into consideration is recognising that there will, or maybe the need for a debrief, investigation, enquiry etc. following an event and beginning the logging of information to support this early. Ordinarily the IC will delegate this responsibility to another on the IG in order to manage their spans of control.

FRSs have mechanisms in place in order for findings of debriefs to be set out in such a way that learning can be gleamed from them as easily as possible. An example of such a procedure is as follows:

A hot debrief occurs with available crews, officers and agencies on closure of the incident where any safety or welfare critical issues are dealt with and the need for a more structured debrief is communicated.
Attending crews, other agencies and relevant parties are invited to submit their views on an incident debrief form, or similar. these forms, along with a structured time-line will inform the debrief.
A structured, general debrief is held and, where required this is supplemented by area specific debriefs (for example A learning review of command where only members of the command team are invited to attend)
The facilitating individual or department (e.g. Performance & Evaluation Officers) then writes up the record of the debrief, often using a suite of standardised forms. These forms along with any action points, learning outcomes or areas for further investigation are communicated to relevant departments (H&S, training etc.) ownership is taken of specific points (e.g. equipment failure - H&S, Procedural issues - Response Policy, Individual or group training needs - Training)
More general communication regarding the incident can then be sent out in a monthly/quarterly newsletter to all staff for awareness.

For major incidents...