ELEMENT

PERFORMANCE CRITERIA

1 Identify sources of risk

1.1 The organisational context for crisis management is established.

1.2 The environment is investigated to identify sources of risk, elements at risk and vulnerability.

1.3 Relevant key personnel, appropriate specialist advisers and emergency response agencies are identified and consulted in the identification of sources of risk.

1.4 An emergency sources of risk register is developed.

2 Analyse and evaluate sources of risk

2.1 Sources of information and data on risk and vulnerability are accessed within the context of existing control measures to characterise the risk.

2.2 Appropriate specialist advisers and agencies are identified and consulted in the analysis and evaluation of sources of risk.

2.3 Risks are evaluated and prioritised for action.

3 Advise on requirements for crisis management

3.1 Crisis management plan is developed and documented.

3.2 Equipment needs are identified and documented.

3.3 Emergency communication requirements and processes for internal and external stakeholders and resources are identified and documented.

3.4 Liaison and communication processes with emergency response agencies and other external stakeholders are identified and documented.

3.5 Training needs are identified and documented.

4 Monitor and report on the effectiveness of crisis management

4.1 Crisis management is regularly audited and reviewed and actions are developed and implemented.

4.2 Emergency response equipment is routinely checked for currency and functionality.

4.3 Status of crisis management, including emergency response processes, is reported to management on a regular basis.

5 Participate in the emergency control organisation

5.1 The emergency control organisation is structured and acts to minimise consequences.

5.2 Own role in the emergency control organisation is known and implemented during an emergency.

5.3 Appropriate liaison is undertaken with internal personnel and external agencies.

6 Advise and support key personnel in the post response/recovery phase to minimise consequences

6.1 Recovery phase procedures focus on minimising consequences to the people involved, the environment and the organisation.

6.2 External support and resource services are identified and accessed as appropriate to assist recovery phase.

6.3 Debriefing is conducted including key personnel and external agencies as appropriate.

6.4 Debriefing process identifies areas requiring further attention.

6.5 Appropriate reports are disseminated internally and to relevant external agencies.

This section describes the essential skills and knowledge and their level, required for this unit.

Required skills:

Look for evidence that confirms skills in:

relating to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities

communicating effectively with personnel at all levels of organisation and OHS specialists and, as required, emergency service personnel

preparing reports for a range of target groups including OHS committee, OHS representatives, managers, supervisors and other stakeholders

applying continuous improvement and action planning processes

achieving change using project management processes

managing own tasks within time frame

using consultation and negotiation skills, particularly in relation to developing plans and implementing and monitoring designated actions

contributing to the assessment of the resources needed to systematically manage OHS and, where appropriate, access resources

analysing and evaluating a range of information and data formats including graphs, maps, matrices, technical reports

interpreting information and data to identify areas for improvement

using a range of communication media

conducting effective formal and informal meetings

using information and data gathering techniques such as brainstorming, polling, interviews

using language and literacy skills appropriate to the workgroup and the task

using computer and information technology skills to access internal and external information and data on OHS

issuing instructions in an authoritative manner during unusual circumstances

Required knowledge:

Look for evidence that confirms knowledge and understanding of:

roles and responsibilities under OHS legislation of employees including supervisors, contractors, OHS inspectors etc

principles of duty of care including concepts of causation, foreseeability, preventability

legislative requirements for OHS information and data, and consultation

roles and responsibilities in relation to communication and consultation for OHS committees, OHS representatives, line management, employees and inspectors

types of measurement and monitoring equipment, including intrinsically safe equipment, calibration requirements and principles of how the equipment takes the measurement and limitations in use

how the characteristics and composition of the workforce impact on risk and the systematic approach to managing OHS eg

labour market changes

structure and organisation of workforce eg part-time, casual and contract workers, shift rosters, geographical location

language, literacy and numeracy

communication skills

cultural background/workplace diversity

gender

workers with special needs

organisational behaviour and culture as it impacts on OHS and on change

ethics related to professional practice

principles of effective meetings including agendas, action planning, chair and secretarial duties, minutes and action items

emergency-specific requirements under relevant legislation, codes of practice and standards including hazardous substances, dangerous goods and environment protection

elements of a comprehensive crisis management program (Prevention, Preparedness, Response and Recovery, PPRR)

relevant state and national emergency response structures eg Hazmat

role, responsibility and authority of emergency response personnel

principles of building compartmentation eg identification and role of smoke and fire doors

emergency alerting systems, signals and instructions typically used in workplaces

examples of emergency response processes typically used in workplaces including roles and responsibilities

priorities and limitations of workplace response to emergencies

hazards and precautions during an emergency including during an evacuation

situations when evacuation is required and when evacuation is inappropriate, including circumstances where evacuation processes may need to be modified

principles and priorities for evacuation including checking and accounting procedures

circumstances or actions that may block, damage or inhibit function or use of emergency equipment

information and data needs of emergency response agencies at time of reporting emergency, arrival of response and during management of emergency

method of use, including hazards and limitations, of relevant emergency equipment including communication equipment

principles of effective liaison with emergency service personnel including ensuring that there is no interference or hindrance to their action

organisational OHS policies and procedures

nature of workplace processes (including work flow, planning and control) and hazards relevant to the particular workplace

key personnel, including identifying 'change agents', within workplace management structure

formal and informal communication and consultation processes and key personnel related to communication

language, literacy and cultural profile of the work group

organisational culture as it impacts on the workgroup

organisational emergency procedures including various roles of the workplace emergency personnel

essential actions of self and other key personnel in an emergency

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the unit descriptor, performance criteria, The range statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include:

PSPETHC601B Maintain and enhance confidence in public service

PSPGOV605A Persuade and influence opinion

PSPLEGN601B Manage compliance with legislation in the public sector

PSPMNGT608B Manage risk

PSPSOHS603A Analyse and evaluate OHS risk

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

knowledge requirements of this unit

skill requirements of this unit

application of employability skills as they relate to this unit.

Resources required to carry out assessment

Resources essential for assessment include:

legislation, policy, procedures and protocols relating to the development and implementation of crisis management processes

workplace documentation, case studies and workplace scenarios to capture the range of situations likely to be encountered when developing and implementing crisis management processes.

Where and how to assess evidence

Valid assessment of this unit requires:

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when developing and implementing crisis management processes, including coping with difficulties, irregularities and breakdowns in routine

development and implementation of crisis management processes in a range of 3 or more contexts or occasions, over time.

Assessment methods should reflect but not exceed workplace demands, such as literacy, and the needs of individuals who might be disadvantaged.

Assessment methods suitable for valid and reliable assessment of this unit must use authenticated evidence from the workplace and/or training courses and may include a combination of two or more of:

workplace projects

simulation or role plays

case studies and scenarios

observation.

portfolios.

The assessment environment should not disadvantage the candidate and where the person has a disability the principle of reasonable adjustment should be applied during assessment.

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments.

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 operates

arrangements or industry/community partnerships

hazards to which the organisation is exposed

operating environment which may be influenced by political, industrial or other internal or external factors

Crises may include:

serious injury events

emergencies requiring evacuation

fires and explosions

hazardous substance spills

explosion and bomb scares

security emergencies such as armed robberies, intruders and disturbed persons

internal 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 disasters

technological hazards (failure of technology)

biological hazards

civil/political hazards including civil/political unrest, terrorism, sabotage, civil unrest and hostage

management 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:

people

assets

environment

commercial reputation and goodwill

quality 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 safety

use 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 occur

crisis risk management documentation such as risk assessments

Sources of information and data may include:

inspection and incident records

enforcement notices and actions

organisational records and files

research literature

international and national standards, codes of practice and guidelines

material safety data sheets (MSDSs)

specialist advisers

Characteristics of risk may include:

significant features of the sources of risk such as:

likelihood

intensity

speed of onset

duration

area affected

perceptions of severity

impact, 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 organisation

focuses on management control

identifies responsibilities for decision making

details communication and support processes

addresses arrangements with any contractors or shared tenancy

integrates the emergency response plans as well as recovery

incorporates dealing with external agencies and support

addresses 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; and

crisis 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 site

external 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 equipment

community support agencies

Training needs should:

specifically address the needs of each role within the crisis management team as well as all levels of the organisation

address knowledge requirements as well as practical application and include workshops, desktop exercises and full scale exercises