This unit describes the skills and knowledge required to lead and manage programs that build resilience so that communities and organisations are better placed to manage adversity or disruptive events. It applies to roles in the public, private and non-government sectors involved in any aspect of building community or organisational resilience.

A crisis includes varying events of significant disruption having broad effects on relationships among the community and/or organisation members. It is characterised by high levels of adversity, ambiguity, uncertainty, opportunity and change. Leaders in a crisis need to independently and collaboratively make sense of uncertain situations, creatively seek solutions and apply judgment and decision making in highly pressurised environments.

Emergency service leaders typically work autonomously, within collegiate environments, that require the ability to build and develop relationships and partnerships with a broad range of formal and informal groups. Emergency service leadership roles are complex requiring the individual to make ethical decisions in variable, evolving and dynamic circumstances.

No licensing, legislative or certification requirements apply to the unit at the time of publication.

ELEMENTS

PERFORMANCE CRITERIA

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Enhance a culture of adaption in response to crisis

1.1

Advocate the case for community and/or organisational resilience to key internal and external stakeholders

1.2

Establish a strategic vision and commitment to mitigate, prepare, respond and recover from a significant crisis

1.3

Design governance structures to encourage change, adaptation and diversity within a community and/or organisation

1.4

Design a program that develops a culture of continuous learning through engagement

1.5

Foster a resilience perspective in organisational and/or community development programs and activities through the leadership of an engagement program

2

Establish strategic partnerships and arrangements

2.1

Identify and engage key stakeholders, as part of planning and strategic objective setting

2.2

Develop, implement and lead relationships, partnerships and agreements to support the achievement of resilience outcomes

2.3

Conduct, monitor, review and adapt activities that reinforce and sustain relationships, partnerships and agreements

3

Develop strategic and integrated risk management

3.1

Identify and integrate high consequence and low likelihood risks related to significant crisis into a community or organisational strategy, management and capability building arrangement

3.2

Identify supply chain vulnerabilities and interdependencies, and evaluate the strategies to manage the associated threats and opportunities

3.3

Review resilience related objectives and outcomes as part of the community's or organisation's assurance and risk management program

4

Promote a culture of resilience performance, change readiness and capability building

4.1

Promote individual team and organisational learning and communications relevant to enhancing resilience within business as usual capabilities

4.2

Identify and apply improved resilience practices based on evidence and/or research findings

4.3

Measure leadership accountability related to resilience and the management of subsequent performance

Foundation skills essential to performance are explicit in the performance criteria of this unit of competency.

Range is restricted to essential operating conditions and any other variables essential to the work environment.

Non-essential conditions may be found in the Companion Volume Implementation Guide.

Not applicable

Emergency Management