The application of this unit in the workplace - the environments, complexities and situations involved - will be written during Phase II of the Review of the PUA00 Public Safety Training Package.

This text will be useful for the purposes of job descriptions, recruitment advice or job analysis; where possible, it will not be too job specific to allow other industries to import it into other Training Packages, where feasible.

Prerequisite Unit/s

Nil

ELEMENT

PERFORMANCE CRITERIA

1. Establish the planning context and framework

1.1 A planning committee is established with an appropriate balance of expertise, representation and authority to achieve desired outcomes

1.2 Authority to plan is confirmed by reference to legislation, government direction, community or other managerial agreement

1.3 Planning environment is clarified by analysing drivers

1.4 Legislative, regulatory and organisational requirements, policy, procedures, existing arrangements and plans that may impact on the planning framework are identified and analysed

1.5 Key stakeholders, are identified along with their potential interests, sensitivities, roles and responsibilities

1.6 Planning aims and objectives are developed and refined with management and other key stakeholders

2. Develop agreed planning processes and methodology

2.1 Practical constraints are considered when developing a feasible project scope

2.2 Frameworks for project planning, management and evaluation are jointly developed

2.3 Processes for negotiating outcomes and making decisions are developed within existing accountabilities

2.4 Consultation and community education strategies are developed

2.5 Information management, reporting and accountability strategies are developed and agreed

2.6 Project is broken down into a logical sequence of manageable and time related activities and the required resources identified

2.7 Ability of committee members and their organisations to undertake specific planning activities is jointly assessed

2.8 Sources of expertise are identified to contribute specialised information and analysis as required

2.9 Accountability for specific tasks or planning components is negotiated with the appropriate individual, organisation or service provider

3. Undertake research and analysis

3.1 Project scope is regularly reviewed in response to new information or changes in resources and planning environment

3.2 Appropriate research tools and consultation strategies are chosen

3.3 A comprehensive body of community information, risks and safety expectations is built/updated using credible sources

3.4 Effectiveness of current prevention/mitigation, response and recovery strategies is assessed

3.5 Vulnerability of communities and environments is determined by analysing their susceptibility and resilience to risk

3.6 Need for new/updated response, evacuation and recovery plans is confirmed for risks that have the potential to become an emergency event

4. Develop/refineplanning outcomes

4.1 Emergency management arrangements related to the effective control of operations and coordination of resources are reviewed or developed

4.2 Potential gaps or duplication in roles and responsibilities of all organisations are identified

4.3 Broad categories and types of resources and services that are likely to be required are identified

4.4 Financial and contractual arrangements for accessing or acquiring resources and services are developed

4.5 Arrangements for the command, control and coordination of the response to an emergency incident are addressed in the plan

4.6 Round trip nature of the evacuation process and the stages of evacuation are addressed in the plan

4.7 Arrangements for the restoration of the community structure and facilities and provision of support to affected people are addressed in the plan

4.8 Potentially critical resource/service shortfalls and communication deficiencies between organisations are identified

4.9 Contingencies to address potential problems are developed with relevant organisations and service providers

4.10 Implications of new/revised plans for business planning, review of legislation/policy/procedures and provision of training and community education programs are assessed

5. Document the planning outcomes

5.1 Draft plan is jointly developed

5.2 Draft plan's structure enables all users to quickly access essential information and any amendments

5.3 Draft plan's purpose, control/coordination arrangements and any functional/threat specific sub plans are specified in sufficient detail

5.4 Language used is clear, concise and appropriate for the community

5.5 Plans and sub plans are consistent

5.6 Planning records, supporting documentation and contact information are maintained by the organisation responsible for version control

6. Validate and implement planning outcomes

6.1 Feedback on the draft plan is obtained from stakeholders

6.2 Crucial arrangements and systems are tested for robustness and flexibility in response to likely scenarios

6.3 Outcomes of testing plan components or sub plans by lead/supporting organisations are used to refine the draft plan

6.4 Compatibility, links and interactions between the draft plan, sub plans and other community safety strategies are tested

6.5 Revisions are signed off by lead/supporting organisations prior to seeking formal plan endorsement by the relevant authority

6.6 Endorsed plan is published and distributed to all relevant parties

6.7 Support for the plan is established by promoting its specific benefits to stakeholders

7. Monitor and review the planning process and outcomes

7.1 A maintenance and audit schedule is established in accordance with relevant legislation, policy or procedures

7.2 Plans or components are exercised according to priorities identified in risk assessment

7.3 Deficiencies in operational systems and procedures identified during audit, activation or exercising of the plan are analysed and reported to the relevant party

7.4 Significant changes in risk, vulnerability or available resources are recognised and accommodated

7.5 Contact information for key personnel is regularly updated

7.6 Plan amendments are negotiated, documented and authorised in accordance with version control procedures

7.7 Opportunities for improving emergency planning processes are reported

7.8 Audit and reporting requirements are completed

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

Required Skills

consider wide range of alternatives before making logical decisions

define and solve problems

demonstrate attention to detail

demonstrate effective interpersonal interactions

encourage the participation of other committee members

gain cooperation of stakeholders

listen actively

locate and interpret community information

manage components of projects

negotiate collective outcomes

provide credible, reliable and timely information and well reasoned advice and opinions

recognise the relevance and significance of information for the planning process

resolve conflicts constructively with a minimum of fuss

summarise and explain key information clearly

think creatively ('big picture', 'outside the box')

value diversity of views and perceptions of risks

work cooperatively

work within organisational boundaries and cultures

write clearly, concisely using accurate terminology

Required Knowledge

Australian Standard AS/NZS 4360

culture, diversity and history of communities, environments and associated concerns, issues and sensitivities, perception of risks

decision making techniques

emergency risk management terminology, concepts and principles

group dynamics, strategies for team building and resolving conflict

meeting procedures

planning process and the kinds of outcomes and benefits for communities

relevant legislative and regulatory requirements

research tools and demographic and economic analysis techniques, emergency risk management tools

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Assessment must confirm the ability to:

explain the planning process and promote its benefits to a wide range of audiences

develop an appropriate and sustainable emergency planning process in cooperation with the committee and own organisation/constituency

work with committee members and own organisation/constituency to develop plans that are readily understandable by users and able to be implemented effectively

work cooperatively with others to develop emergency plans that have own organisation/constituency approval and broad community and stakeholder support

promote ownership from stakeholders for the planning process used and the planning outcomes

evaluate planning process and outcomes with organisation/constituency

maintain momentum and achieve allocated planning tasks within available resources

Consistency in performance

Competency should be demonstrated in a range of contexts throughout the life of an emergency planning project, or during components of a number of projects

Context of and specific resources for assessment

Context of assessment

Competency should be assessed making significant contributions to an emergency planning process either as an individual or as the representative of a stakeholder, organisation or constituency in the workplace or in a simulated workplace environment

Specific resources for assessment

Access to a community and the opportunity to participate in an actual, or simulated, emergency planning process

Guidance information for assessment

Information that will assist or guide assessment will be written during Phase II of the Review of the PUA00 Public Safety Training Package.

The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the Performance Criteria is detailed below.

Communities are groups with shared associations and may include

Geographic groups of people such as:

neighbourhoods

states/territories, cities, towns, suburbs

local government areas, regions, states/territories and the nation

Groups of people exposed to a particular hazard

Groups such as government organisations, non-government organisations, members of parliament

Providers of goods, services and information (lifelines)

transport, utilities, communications

health, safety, comfort

Shared-experience groups of people such as:

particular-interest groups, professional groups

age, ethnic groups, language groups

tourists

Workers in industry sectors such as:

agriculture

manufacturing (eg. food processing)

commercial

mining

emergency services

Drivers may include

Changes in community characteristics

Changes in insurance policies and premiums

Changes in legislation, policies and disaster/emergency management plans

New sources of risk or changed perception of risk

Strategic and corporate plans

Planning deficiencies

Recent emergency incident reports/debriefs, safety issues

Recent judicial decisions

Legislative, regulatory and organisational requirements may include

Acts dealing with disasters, emergencies, occupational health and safety and the environment

Building codes

Land use planning

Local government regulations

Planning requirements for public health, building, fire prevention

Privacy

Regulations for handling/transport of dangerous goods

Safety standards

Policies and procedures may include

Agreements between agencies and/or organisations

Emergency management arrangements specified in legislation or policies

Existing disaster or emergency management plans

Standard operating procedures (SOPs)

Stakeholders may include

Emergency services (eg. fire, police, SES, ambulance, recovery agencies)

Event organisers (eg. concerts, car rallies, sport)

Hospital/medical personnel and care givers

Interest, community, professional and industry groups

Local business people

Local government (eg. elected representatives, shire engineers, community development officers)

Managers of critical infrastructure (eg. telecommunications, mining, petrochemical and gas)

Managers of high occupancy facilities (eg. shopping centres, high rise apartment/office blocks)

Providers of utilities (power, water, radio/TV)

School staff

State/territory/commonwealth agencies (eg. public works, human services, health, transport, natural resources, primary industry, environmental protection, emergency management)

Tourist operators

Venue operators

Practical constraints may include

Arrangements, roles and responsibilities set down in existing emergency management plans

Availability of technical expertise, technology, equipment

Budgets, time, availability and capability of people

Land use planning

Legislation covering emergency management, environmental management

Limited community knowledge of emergency risk management processes and benefits

Local government regulations

Political, social and cultural considerations

Safety standards

Consultation and community education strategies may include

Advertising in local media

Broadcast facsimile and email messages, web sites

Contacting individual organisations, professional bodies, unions and recreational/sport associations

Distributing pamphlets

Focus groups, workshops, surveys

Initiating media interviews

Letters and articles written for specific audiences

Meetings with groups, key individuals and leaders of minority/ethnic/cultural groups

Presentations to a variety of community groups; speaking at community functions

Preparing media releases

Research tools may include

Affinity analysis

Brainstorming, visioning

Cause and effect analysis, force field analysis

Emergency risk management tools

Rank-It, SWOT analysis

Community information may include

Characteristics of natural, local and built environments

Demographics (population distribution, social, cultural, health status and education data)

Details of key infrastructure and emergency/support services

Economic activity reports (employment, products, services, revenue)

Government reports (eg. environmental impacts)

Sources of community information may include

Community information booklets

Credible individuals, group and community leaders

Documented outcomes of emergency risk management processes conducted by communities, organisations and companies

Family and historical records

Libraries, research reports, Australian Bureau of Statistics data

Media, council and emergency service personnel and records

Special needs groups, significant cultural organisations

Sources of risk may include

Commercial activity and legal relationships

Economic

Human behaviour and individual activities

Industrial activities

Management activities and controls

Natural events

Political circumstances

Technology/technical issues

Terrorism

Planning for response may include

Collecting, processing and disseminating information

Communications systems

Coordinating and deploying resources

Liaison between organisations, agencies

Management structure

Negotiating outside assistance and providing assistance to other areas

Operation of the emergency operations centre

Preparation and activation of warnings, distribution of public information

Roles of support organisations

Planning for the evacuation may include identification of

Enabling legislation and/or regulations

Evacuation routes

Health and safety needs of mass gatherings

Management structure

Organisations responsible for arranging and coordinating transport

Organisations responsible for conducting and assisting with the evacuation

Organisations responsible for operating evacuation centres

Preparation and activation of warnings, distribution of public information, media management

Registration teams

Sites suitable as assembly areas

Sites suitable as evacuation centres

Strategies for communicating with diverse ethnic, cultural and language groups

Strategies for gaining community cooperation

Planning for recovery may include

Assisting with business continuity

Counselling emotionally-affected people

Establishing and managing emergency financial relief schemes

Managing environmental rehabilitation programs

Managing overwhelming demand

Management structure

Providing immediate emergency accommodation

Providing personal support

Roles and responsibilities of agencies and organisations

Repairing or replacing damaged public utilities, services and assets

Surveying and assessing damage to public and private property

Planning outcomes may include

Emergency or disaster plans at national, state/territory, district/regional and local levels

Support or functional plans developed at state/territory, district/regional and local levels for services such as:

communications

engineering

evacuation

health

recovery/welfare

transport

Threat specific plans developed at state/territory, district/regional and local levels to deal with threats from hazards such as:

cyclone

emergency animal disease

flood, water, public health

fire

hazardous materials

marine pollution

terrorism

Stages of evacuation include

Warning

Withdrawal

Shelter

Reunion

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This unit contains employability skills.