This unit describes the skills and knowledge required to perform in a leadership role during phases of a crisis. It applies to roles assigned with accountability and/or responsibility for crisis mitigation, preparedness and response and recovery within communities and/or organisations.

A crisis is defined as an event of significant disruption having a broad effect on relationships among communities and/or organisations. It is characterised by high levels of adversity, ambiguity, uncertainty, opportunity and change. Leaders in the preparation, mitigation and recovery phases of crises have key roles in influencing and supporting stakeholders and communities. They 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 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

Define key concepts in emergency management

1.1

Identify, analyse and contrast emergency contexts through the examination of contemporary major incidents

1.2

Examine the history of emergency management to identify common models, themes and strategies

1.3

Evaluate the responsibility of governments to provide emergency management and/or public safety in Australia and overseas

1.4

Justify the legitimate exercise of power by governments in an emergency

2

Identify responsibilities of stakeholders

2.1

Identify legislated emergency responsibilities for Australian local, state and federal governments and their agencies

2.2

Characterise the roles and arrangements that not for profit organisations and the private sector can undertake in an emergency

2.3

Compare contributions that individuals, communities and organisations can make in an emergency

3

Apply theoretical concepts of emergency management and crisis leadership

3.1

Identify and assess the roles that emergency management professionals undertake within an all hazards all agencies approach

3.2

Outline and compare strategies used in emergency management in the planning, preparedness, response and recovery stages

3.3

Determine the best strategies for a specific emergency management context with consideration to spheres of control and origin being displayed

3.4

Use emergency doctrine and terminology to define and resolve problems in an emergency

4

Access and communicate crisis knowledge

4.1

Identify and source doctrine requirements for crisis response and/or recovery and demonstrate how it would be applied

4.3

Identify and use strategies to communicate relevant legislation and policy in an emergency context to stakeholders

4.4

Create a communications plan that demonstrates how to influence stakeholders

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