Description

Pre/Co-Requisites

Pre-requisite units:

• PUAEMR012A Determine treatment options

Co-requisite units:

• PUAMAN005A Manage the organisation's public safety responsibilities

Performance Criteria

1. Confirm project context
1.1. Project drivers/triggers, risks, risk management context, treatment options and priorities and practical constraints are clarified
1.2. Applicable legislative/regulatory and organisational requirements, policies, procedures and relevant emergency management arrangements are identified
1.3. Key stakeholders are identified along with their potential interests, sensitivities, roles and responsibilities
1.4. Project brief is developed and refined with key stakeholders

2. Establish project process
2.1. Working group is established with an appropriate balance of expertise, representation and authority for the project brief
2.2. Purpose, scope and desired outcomes outlined in the project brief are confirmed with group members
2.3. Project management plan is developed in consultation with the group
2.4. Processes for negotiating outcomes and making decisions are developed within existing accountabilities
2.5. Consultation strategies are developed for effective stakeholder input, commitment and ongoing ownership of outcomes
2.6. Information management, reporting and accountability strategies are developed and agreed

3. Assess and select treatment strategies
3.1. Existing risk assessments, current treatment programs and other plans that may impact on the project are identified by group members and analysed for relevance
3.2. Items from the risk register are selected for consideration
3.3. A wide range of alternatives are considered when canvassing possible treatment strategies
3.4. Input from relevant specialists and stakeholders is sought and analysed
3.5. Each treatment strategy is assessed for the ability to reduce risk
3.6. Preferred treatment strategy is selected and the reasons documented
3.7. Broad tactics, roles, tasks, responsibilities, resource implications and timeframe for implementing the selected strategy are documented
3.8. Support is developed by validating the strategy with agency/service providers and other stakeholders

4. Plan implementation of agreed strategy
4.1. Treatment strategy is broken down into a logical sequence of manageable and time-related activities
4.2. Ability and responsibility of agencies and service providers to undertake specific activities is jointly assessed
4.3. Accountability for components of the strategy is negotiated and confirmed with the appropriate agency/service provider
4.4. Project risks are assessed and contingencies developed for all key components of the strategy
4.5. Performance criteria are established for monitoring and reviewing the effectiveness of the treatment strategy
4.6. An overall implmentation plan that identifies key activities, roles and responsibilities, resource requirements, management arrangements and timetable is developed and validated
4.7. Agency implementation strategies are reviewed and refined as necessary

5. Facilitate treatment strategy implementation
5.1. Treatment tasks/activities are allocated in accordance with the implementation plan
5.2. Effectiveness of treatment activities, adequacy of resources, project progress and expenditure is monitored against plans and recorded
5.3. Effective communication between working group members is maintained
5.4. Stakeholders are kept fully informed of progress, performance and any proposed variations in strategy or implementation
5.5. Agreed variations to the treatment plan are introduced to accommodate changed circumstances or to achieve more effective outcomes
5.6. Treatment tasks/activities are completed on time and within budget

6. Establish and maintain productive working relationships
6.1. Influence and support for the treatment strategy is built by cultivating relationships with key stakeholders
6.2. Clear and accurate information is provided
6.3. Differences of opinion and the views of others are respected
6.4. Negotiations are kept focussed on key issues and moving forward towards resolution
6.5. Conflict is resolved in a timely, constructive manner
6.6. Agreements are adhered to and commitments met

7. Review treatment strategy implementation
7.1. Effectiveness of the treatment strategy is evaluated using agreed performance criteria
7.2. Residual risk is identified and decisions made to accept this risk or re-examine treatment strategies
7.3. Planning processes are reviewed to identify opportunities for improvement
7.4. Project reporting requirements are completed
7.5. Outcomes are disseminated to relevant stakeholders

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

Drivers/triggers may include

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

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

Legislative, regulatory and organisational requirements may include

• Acts dealing with disasters, emergencies, occupational health and safety and the environment
• Land use planning
• Local government regulations
• Privacy
• 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, operational manuals

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

Consultation 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

Possible treatments may include

• All aspects of emergency management practices arising from considering prevention/mitigation, preparedness, response and recovery including:
  • building codes
  • community education
  • community restoration, reconstruction
  • critical incident stress management, personal support and counselling
  • emergency management planning
  • financial support
  • land use management
  • legislation and regulation
  • mutual aid agreements
  • safety standards
  • training and exercises
  • warning systems
• Avoidance, transfer and acceptance of risk

Assessment criteria for selecting treatment options may include

• Administrative efficiency
• Equity
• Compatibility with other treatment options
• Continuity of effects
• Cost
• Creation of new risks
• Economic and environmental impacts
• Impact on individual’s rights
• Jurisdictional authority
• Leverage
• Political acceptability
• Potential to reduce risk
• Public and pressure group reaction
• Timing

Plans may include

• Aims and objectives of treatment strategies
• Constraints, contingencies and alternatives
• Monitoring and review procedures
• Multi agency framework for planning, communication, consultation, decision making, accountability, information management, project management
• Reporting requirements
• Resources required including their availability
• Roles, responsibilities of parties involved
• Strategies to achieve objectives (communication, consultation, marketing, training)
• Tactics to implement strategies
• Treatment activities, key tasks, timeframe

Evidence Guide

Critical Aspects of Evidence

Assessment must confirm the ability to:

• establish/maintain a network of key contacts
• work collaboratively to secure stakeholder input, support and commitment
• develop effective processes for cooperative planning and implementation of complex treatment strategies
• develop and evaluate strategic options
• develop feasible and effective plans, tactics and activities to achieve treatment objectives
• coordinate and monitor multi-agency/service provider inputs to implementation of strategies
• address the need to vary plans
• address residual risk
• maintain records of progress, decisions, stakeholder input and audit trail
• manage project within resource allocation
• establish a project and see it through to produce treatment outcomes that have broad community and stakeholder support

Underpinning Knowledge

• Australian Standard AS/NZS 4360
• Cost benefit analysis
• Emergency management agencies, organisations, service providers and other key stakeholders
• Emergency management best practice models for benchmarking during implementation and review
• Emergency risk management guidelines (1999)
• Evaluation methods
• Government and budget processes, relevant public policy/programs
• ISO 9000 and 14000 series quality standards
• Legislation, policy, budget development processes
• Political context (parties, platforms, processes)
• Problem solving and decision making techniques
• Project budgeting
• Project management techniques
• Protocols for the release of information and communicating with the media and public principles of negotiation, mediation, conflict resolution, incident de-escalation
• Relevant legislative and regulatory framework and emergency management arrangements
• Risk analysis and management
• State/territory emergency risk management guidelines
• Strategic planning approaches
• Structured and inclusive meeting procedures

Underpinning Skills

• Assess a range of alternatives, develop solutions and practical strategies that are ‘outside the box’
• Communicate clearly with a range of audiences
• Compromise to achieve realistic/achievable outcomes
• Enhance input/feedback through active listening and effective questioning
• Harness cooperation, motivation and diversity of others
• Interpret and critically analyse complex information
• Liaise with key individuals, organisations, agencies
• Manage projects
• Negotiate and lobby persuasively
• Prepare for, participate in and lead meetings to achieve effective outcomes
• Resolve conflicts constructively
• Think strategically

Resource implications

• Access to complex emergency risk management treatment strategy or strategies

Consistency in performance

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

Context of assessment

• Competency should be assessed facilitating the development and implementation of a treatment strategy plan that involves the cooperation of multi-agencies, organisations and/or service providers in the workplace or in a simulated workplace environment