The range statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The range statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance criteria is explained here. |
Organisational context may include: | legislation under which the organisation operatesarrangements or industry/community partnerships hazards to which the organisation is exposedoperating environment which may be influenced by political, industrial or other internal or external factors |
Crises may include: | serious injury eventsemergencies requiring evacuationfires and explosionshazardous substance spillsexplosion and bomb scaressecurity emergencies such as armed robberies, intruders and disturbed personsinternal emergencies such as loss of power or water supply external emergencies such as flood, storm and traffic accident impacting on organisation |
Environment may include: | conditions or influences that are part of, surround or interact with the organisation. It includes:built environment (buildings and other assets) physical environment (natural environment including topography, water bodies and vegetation)social environment (including people interactions, internal and external politics, economic and culture) |
Sources of risk have been termed 'hazards' in other units but the language of emergency management uses 'sources of risk' to indicate a broader application and may include: | natural hazards and or disasterstechnological hazards (failure of technology)biological hazardscivil/political hazards including civil/political unrest, terrorism, sabotage, civil unrest and hostagemanagement activities and controls including deficiencies in areas of non-compliance with internal management systems, legislation, and agreements/contracts |
Elements at risk may be anything valued by the organisation and may include: | peopleassetsenvironmentcommercial reputation and goodwillquality of life |
Vulnerability is: | the degree of susceptibility and resilience of the organisation and the environment to the risk. It is influenced by the characteristics of the organisation in terms of its capacity to anticipate, cope with and recover from the crisis |
Specialist advisers may: | include advisers in emergency management, evacuation, fire, security and safetyuse advanced techniques such as Hazard and Operability Studies (HazOp), Management Oversight and Risk Tree (MORT), computer modelling and scenario analysis |
Emergency response agencies may include: | fire, police, ambulance, State Emergency Services (SES), government departments, and OHS authorities |
An emergency sources of risk register should include: | comprehensive list of events or conditions to be evaluated, their location, together with a range of possible scenarios or circumstances under which a crisis may occurcrisis risk management documentation such as risk assessments |
Sources of information and data may include: | inspection and incident recordsenforcement notices and actionsorganisational records and filesresearch literatureinternational and national standards, codes of practice and guidelinesmaterial safety data sheets (MSDSs)specialist advisers |
Characteristics of risk may include: | significant features of the sources of risk such as:likelihoodintensityspeed of onsetdurationarea affectedperceptions of severityimpact, taking account of the coping capacity of the organisation |
Crisis management plan is a flexible document that can cope with a broad range of crisis types: | is approved at the highest levels of the organisationfocuses on management controlidentifies responsibilities for decision makingdetails communication and support processesaddresses arrangements with any contractors or shared tenancyintegrates the emergency response plans as well as recoveryincorporates dealing with external agencies and supportaddresses planning for recovery before crisis occurs |
Documentation for crisis management plan may include: | policy, emergency response structure, initial response instructions for various roles/areas, responsibility and authority of individual roles, warning systems, training requirements, resource inventory for response and recovery, program review and monitoring processes; andcrisis risk management documentation, such as risk management team lists, communications strategies, identification of issues, risk assessments/evaluations, vulnerability profiles, risk registers and treatment strategies |
Stakeholders may include: | internal stakeholders such as the board of management, managers, employees (and their families), contractors, visitors and others on siteexternal stakeholders such as local community (directly or via the media), representatives of special interest groups, insurance agencies, OHS regulators, local government and other relevant statutory bodies |
Resources may include: | personnel and equipmentcommunity support agencies |
Training needs should: | specifically address the needs of each role within the crisis management team as well as all levels of the organisationaddress knowledge requirements as well as practical application and include workshops, desktop exercises and full scale exercises |