Application
This unit of competency involves the skills and knowledge required to set up and operate an emergency recovery centre to provide comprehensive recovery services. It includes establishing a recovery centre; managing human resources and physical resources; coordinating information flow, recovery services, transition to mainstream services and managing the closure of a recovery centre. The mix of recovery and/or outreach services provided may change throughout the life of a centre to reflect a changing emphasis from short term relief to long term recovery. This may involve management of centre infrastructure; promotion of the centre; management of paid and volunteer staff in a stressful environment; administration, information and financial management and the coordination of service providers. The unit applies to personnel with responsibility for the management of a recovery centre. No licensing, legislative or certification requirements apply to this unit at the time of publication. |
Elements and Performance Criteria
ELEMENTS | PERFORMANCE CRITERIA | ||
Elements describe the essential outcomes. | Performance criteria describe the performance needed to demonstrate achievement of the element. | ||
1 | Establish recovery centre | 1.1 | Emergency recovery plans and arrangements, manuals and contact lists are located and implemented |
1.2 | Recovery centre useability and convenience are assessed given the likely scale of the emergency and impacts | ||
1.3 | Recovery centre initial resource needs are assessed and suppliers are selected, in accordance with organisational procedures | ||
1.4 | Financial matters, administrative procedures and task delegations are clarified and applied | ||
1.5 | Utilities and communications are connected and equipment or materials are acquired, in accordance with organisational procedures | ||
1.6 | Links with existing and emerging stakeholders are established to determine level of involvement with recovery centre | ||
1.7 | Regular communication with recovery committee manager is established, in accordance with organisational procedures | ||
1.8 | Centre layout is designed or organised to optimise efficiency, privacy, security and Work, Health and Safety (WHS)/Occupational Health and Safety (OHS) guidelines, in accordance with organisational procedures | ||
2 | Manage human resources sustainably | 2.1 | Capacity or capability of available personnel is assessed and roles and responsibilities are assigned |
2.2 | Regular operational briefings are provided to update staff, in accordance with organisational procedures | ||
2.3 | Screening, inducting and integrating new staff is established, in accordance with organisational procedures | ||
2.4 | Strategies to ensure wellbeing of all staff are implemented, in accordance with organisational policies and procedures | ||
2.5 | Staffing contingency plans and rosters are adjusted to meet changing needs and circumstances | ||
3 | Manage physical resources | 3.1 | An accurate recovery centre assets register is established and maintained |
3.2 | Centre maintenance is organised regularly, in accordance with organisational procedures | ||
3.3 | Records of consumables and equipment used are maintained, in accordance with organisational procedures | ||
3.4 | Expenditure is tracked and administered, in accordance with financial organisational procedures | ||
3.5 | Risks are assessed regularly and contingency plans developed for expansion and back up of resources | ||
4 | Coordinate information flow and recovery services | 4.1 | Stakeholders are identified and a communication plan is developed, in accordance with organisational procedures |
4.2 | Community is provided with accurate and timely service delivery information | ||
4.3 | Client satisfaction is monitored to ensure inquiries are handled, in accordance with organisational procedures | ||
4.4 | Accurate client files are maintained using an integrated electronic database | ||
4.5 | Key decisions, rationale and service activity levels are recorded to enable reporting and evaluation | ||
4.6 | Information is reported to stakeholders, in accordance with organisational procedures | ||
4.7 | Strategy for the management of media and very important person visits is developed and implemented | ||
5 | Manage recovery centre closure and transition to mainstream services | 5.1 | Transition of emergency centre arrangements are negotiated and publicised to the community to ensure continuity of services |
5.2 | Capacity of mainstream services to meet ongoing recovery needs is promoted, in accordance with media strategy | ||
5.3 | Files and information records are checked and rectified, as required | ||
5.4 | Arrangements for the transportation and secure storage of files and information records are made, in accordance with organisational procedures | ||
5.5 | Statistical and financial summaries of recovery services delivered are prepared | ||
5.6 | An audit of equipment and materials is undertaken against the recovery centre assets register, damages and losses are reported and resources are released or returned to providers | ||
5.7 | Recovery centre is restored before handover to owner | ||
5.8 | Operational debriefing is held with recovery centre personnel to evaluate the centre's operation, service delivery and to identify ongoing service delivery needs | ||
5.9 | Arrangements are made to ensure the smooth transition of staff to normal duties | ||
5.10 | Audit and reporting requirements are completed to assist in future recovery planning |
Foundation Skills
Foundation skills essential to performance are explicit in the performance criteria of this unit of competency. |
Range Statement
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. |
Sectors
Not applicable |
Competency Field
Emergency Management |