This unit describes the skills and knowledge required to build resilience so that communities and organisations are better placed to manage threats and opportunities in a crisis. It applies to government and non-government roles with assigned accountability or responsibility for mitigation, preparedness and response and recovery functions of communities and/or organisations.

A crisis includes varying events of significant disruption having a broad effect on relationships among communities and/or organisations. It is characterised by high levels of adverse ambiguity, uncertainty, opportunity and change. Leaders in a crisis need to independently 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 for mandated action within a broad range of informal and formal 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 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

Initiate, build and maintain relationships

1.1.

Demonstrate the strategies that can be used when identifying leaders and connectors within a community and/or organisation during a crisis

1.2.

Debate the importance of cultivating relationships with leaders, community members and/or organisations that is based on an awareness of strengths, interests, sensitivities, dependencies and responsibilities

1.3.

Ascertain what relationships with voluntary associations and community organisations, regulators, suppliers and industry associations must be created and maintained during all phases of a crisis

1.4

Design a program that builds trust and collaborative leadership and provide a justification for the model

2

Establish and grow partnerships with agencies and organisations

2.1.

Identify relationship and partnership synergies that can be used during and following a crisis that displays an awareness of potential interests, sensitivities, dependencies and responsibilities

2.2.

Nominate and assess models for building meaningful relationships and partnerships using various communication methods

2.3.

Identify how to lead and maintain strategic partnerships based on trust, collaborative goals and agreed parameters

3

Support communities

3.1.

Map community and organisational strengths, challenges and assets in all phases of a disaster

3.2.

Demonstrate how to support and lead communities and/or organisations in deciding on their priority actions during a crisis

3.3.

Create a plan of action to support communities and/or organisations to identify resilience activities following a crisis

4

Design and facilitate implementation of strategies

4.1

Design a model that demonstrates how to leverage social infrastructure networks and assets in support of resilience activities

4.2

Identify and implement adaptive resilience strategies to address community and/or organisational needs

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