Description

Pre/Co-Requisites

Pre-requisite units:

• Nil

Co-requisite units:

• PUATEA003B Lead, manage and develop teams

Performance Criteria

1. Identify, define and engage the community
1.1. A community profile is developed to identify broad characteristics and special needs
1.2. Known risks, stakeholders, community and agency sources of information are used to identify networks that may be useful
1.3. A working group is established with an appropriate balance of expertise, representation and authority
1.4. Group’s knowledge of emergency risk management principles, terminology and processes is developed
1.5. Means of implementing the emergency risk management process is negotiated with the community
1.6. Feasible consultation and project management strategies are developed with stakeholders
1.7. Need for specialised information, additional skills and expertise is identified

2. Develop context and risk evaluation criteria
2.1. Community concerns, drivers/triggers; applicable legislative, regulatory and organisational requirements; policies, procedures and desired outcomes are identified
2.2. Information on community characteristics, safety expectations, risk perceptions and the roles and requirements of stakeholders is collected
2.3. Practical constraints, existing treatment strategies and community expectations are considered when developing relevant risk evaluation criteria
2.4. Draft criteria and supporting explanations are circulated widely for comment

3. Identify and analyse risks
3.1. Sources of risk are identified and described using research and broad input from specialists and stakeholders
3.2. Elements at risk are identified by examining the interaction between sources of risk, communities and the environment
3.3. Vulnerability of communities and/or the environment is determined by considering their susceptibility and resilience to sources of risk
3.4. Risk statements are developed that clearly describe the interaction between sources of risk and the elements at risk
3.5. Risk statements are analysed by considering the likelihood and consequences of impacts on the community and/or environment
3.6. Levels of risks are established and documented so

4. Evaluate risks
4.1. Criteria to evaluate risks are agreed
4.2. Risks are prioritised by considering vulnerability and priority for treatment
4.3. Stakeholder agreement is sought through their involvement in refining the risk register
4.4. A risk assessment report is disseminated to relevant stakeholders

5. Promote ongoing commitment and ownership for the process and outcomes
5.1. Consultation is undertaken at all stages of the process using a wide range of networks and individuals
5.2. A variety of communication strategies is used
5.3. All stages of the process, decisions taken and outcomes are documented accurately in accordance with accountability and audit requirements
5.4. Information is provided to the community in ways that suit their language, literacy and cultural needs

6. Monitor and review the process and outcomes
6.1. Emergency risk assessment is completed efficiently
6.2. All relevant data and contact information for key individuals and organisations is regularly reviewed for currency and updated
6.3. Risk register is reviewed in accordance with the review schedule or in response to drivers/triggers
6.4. Opportunities for improving emergency management processes are reported

Key Competencies

Communicating ideas and information

• Communicate ideas and information to reporting procedures (verbal and written) 

Collecting analysing and organising information

• Collect, organise and understand information related to recognising and reporting situations

 Planning and organising activities 

• Plan and organise activities which implement and follow standard procedures 

Working with others and in teams

• Work with others and in a team by assisting and cooperating with team members 

Using mathematical ideas and techniques 

• Use mathematical ideas and techniques to document and report numbers for emergency procedures

Solving problems 

• Establish diagnostic processes which recommend improvements for OH&S issues

Using technology 

• Use workplace technology related to the use of technology to assist with safe work practices

Range Statement

Communities are groups with shared associations and may include:

• Geographic groups of people such as:
  • neighbourhoods
  • cities, towns, suburbs
  • local government areas, regions, states/territories
  • 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

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 high occupancy facilities (eg. shopping centres, high rise apartment/office blocks)
• Managers of critical infrastructure (eg. telecommunications, mining, petrochemical and gas)
• 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

Sources of information may include:

• Community information booklets
• Credible individuals, group and community leaders
• Documented risk assessments by companies, organisations,
• Family and historical records
• Libraries, research reports, Australian Bureau of Statistics data
• special needs groups, significant cultural organisations
• Media, council and emergency service personnel and records

Consultation and and project management strategies may involve:

• 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

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)

Risk evaluation criteria may be based on

• Economic
• Environmental
• Humanitarian
• Legal
• Social
• Technical
• Other criteria determined by stakeholders

Drivers may include:

• Changes in community demographics
• Changes in insurance policies and premiums
• Changes in legislation, policies and disaster/emergency management plans
• New sources of risk or changed perception of risk
• Recent emergency incident reports/debriefs, safety issues
• Strategic and corporate plans

Legislative, regulatory and organisational requirements may include:

• Acts dealing with disasters, emergencies, occupational health and safety and the environment
• Equal employment opportunity
• Land use planning
• Local government regulations
• Regulations for handling and 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

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, safety standards, local government regulations
• Limited community knowledge of emergency risk management processes and benefits
• Political, social and cultural considerations

Sources of risk may include:

• Commercial activity and legal relationships
• Economic
• Human behaviour and individual activities
• Management activities and controls
• Natural events
• Political circumstances
• Technology/technical issues
• Terrorism

The environment may include:

• A set of conditions or influences which surround or interact with communities and hazards
• Built environment elements such as buildings and infrastructure that provide for the movement of people, goods and services
• Physical environment elements from the natural environment such as:
  • ecosystems
  • topographical features
  • vegetation communities
  • water bodies
• Social environment elements such as:
  • commerce
  • cultural diversity
  • economic activity
  • political framework
  • public safety service provisions which relate to how the community functions

Evidence Guide

Critical Aspects of Evidence

Assessment must confirm the ability to:

• explain emergency risk management concepts, the process and how to promote its benefits to a wide range of audiences
• apply the emergency risk management process (Australian Standard AS/NZS 4360)
• facilitate the development of an appropriate and sustainable emergency risk management process in cooperation with the community and stakeholders
• work with committee members to translate a wide range of risk perceptions, issues of concern and risk evaluation criteria into an agreed set of prioritised risks
• promote community cooperation, input and ownership for the emergency risk management process used and the outcomes
• produce an agreed risk register for a community
• obtain feedback, monitor and review the process and outcomes
• maintain momentum and achieve the project outcomes within available resources
• establish a project and see it through to produce a risk register that has broad community and stakeholder support

Underpinning 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 Guidelines (1999)
• Emergency risk management process (Australian Standard AS/NZS 4360) and the kinds of outcomes and benefits for communities
• Emergency risk management terminology, risk, PPRR concepts and principles, mitigation
• Emergency risk management tools
• Group dynamics, strategies for team building and resolving conflict
• ISO9000 and 14000 series quality standards
• Legislative and regulatory requirements relevant to emergency risk management
• Meeting procedures
• Research tools and demographic and economic analysis techniques
• State/territory emergency risk management guidelines

Underpinning Skills

• Define and solve problems
• Demonstrate effective interpersonal interactions
• Gain cooperation of stakeholders
• Listen actively
• Locate and interpret community information
• Manage projects
• Maximise the participation of committee members
• Monitor and enhance team work
• Negotiate agreed outcomes despite incomplete and/or uncertain information
• Recognise the relevance and significance of information for the emergency risk management process
• Resolve conflicts between participants constructively
• Summarise and explain key information clearly
• Value diversity of views and perceptions of risks

Resource implications

• Access to a community and the opportunity to facilitate an actual, or simulated emergency risk assessment process

Consistency in performance

• Competency should be demonstrated in a range of contexts throughout the life of a community emergency risk management project, or during components of a number of projects

Context of assessment

• Competency should be assessed facilitating a group emergency risk management process in the workplace or in a simulated workplace environment