The Emergency Planning Society Core Competences Framework

Transcription

1 The Emergency Planning Society: The Organisation for Resilience Professionals Issue No. 2 June 2011 The Emergency Planning Society Core Competences Framework

2 The Emergency Planning Society The Organisation for Resilience Professionals Foreword by Marc Beveridge MEPS, Emergency Planning Society Chair It has been the long term vision of the Emergency Planning Society to establish a documented set of competences for practitioners working in Emergency Management. The launch of this framework is the culmination of over 4 years work which has not only seen the development of the Emergency Planning Society Core Competences Framework but also the development of National Occupational Standards for Civil Protection. This is a significant event for Emergency Management as a profession as we now have a documented skill set that demonstrates just how skilled a profession Emergency Management is. The Framework has been developed in partnership with Central Government, Training Providers, Academic Institutions, Consultants and Emergency Planning Society Members. It further demonstrates the Emergency Planning Society s commitment to establishing Emergency Management as a key profession within the UK and Europe. From the perspective of the Emergency Planning Society, the development of this framework has been an amazing project which could not have been delivered in isolation. I would like to convey my personal thanks for all those who participated in the development of the framework. Not only for the work in developing the framework but for the contribution they have made to Emergency Management in the process. Marc Beveridge MEPS Society Chair/Chair of the Board of Directors The Emergency Planning Society Acknowledgements The Emergency Planning Society would like to thank the following individuals for the immense contribution they have made towards the development of the Emergency Planning Society Core Competence Framework: Marc Beveridge MEPS Emergency Planning Society Chair (Present) Ian Hoult MEPS Emergency Planning Society Chair (2005 to 2007) Bruce Mann Director Civil Contingencies Sectaries, Cabinet Office Fraser Easton Director of Strategy, The Emergency Planning Society Martina Corrigan MEPS Director of Training and Events. The Emergency Planning Society Mike Lees FEPS Director of Membership Development, The Emergency Planning Society Eve Coles Senior Teaching Fellow in Civil Protection, Work Based Learning Unit, Leeds University Business School Michael Charlton-Weedy Chief Executive, The Emergency Planning College

3 The Emergency Planning Society Core Competences Page 3 Ken Lawson Director of Training & Doctrine, The Emergency Planning College Kerry Williams Department for Communities and Local Government Patrick Cunningham Patrick Cunningham Civil Protection Bob Overy Consultant Jeannie Barr Emergency Planning Society Scottish Branch Gregor Lindsay Scottish Resilience Development Service Suzanne Wilkie Scottish Resilience Development Service The Emergency Planning Society Membership The Emergency Planning Society Core Competences Framework Introduction As an aspiring professional body the Emergency Planning Society (EPS) has embarked on a long term strategy to attain Chartered Institute status to enhance the standing of the Emergency Management practitioner and drive the profession forward. With this in mind this Core Competences Framework has been designed to become an integral part of practitioner education, training and development to facilitate continuing professional development. This document outlines the core competences that are considered to be an essential part of Emergency Management practice. Background The Core Competences Project was initiated in May 2006 as a joint venture between the Civil Contingencies Secretariat (CCS) and the EPS. Its purpose to develop a framework of competences that would lead to an enhanced professionalism within Emergency Management and so raise levels of service delivery that would support the Civil Contingencies Act (2004) and strengthen the resilience of the United Kingdom (UK) and Ireland. One year into the Project it was announced that the Sector Skills Council for Justice would be leading a project to develop National Occupational Standards (NOS) in Civil Contingencies. Consequently it was agreed that Skills for Justice would work in partnership with the Project and as a result the NOS for Civil Contingencies form the foundation of the Core Competencies Framework. What is a Competence? For the purposes of this Framework, competencies include the knowledge, judgement, skills, energy, experience and motivation required to respond adequately to the demands of one s professional responsibilities. Core competences form that part of a set of competences which is common to all members of an organisation or group; as distinct from specific competences which relate to more specialist activities undertaken by some members of the same organisation or group. Purpose of the Framework Competence frameworks are increasingly being widely used, in many different contexts and professions. This Framework can be a helpful guide to the individual who is looking to join a particular sector, organisation or take a particular job and, once employed, help them on their career path. It can provide a framework for an academic qualification, training course, a professional qualification or a basic skills course. It can assist an employer specify the type of person needed to fill a role and ensure that the personnel department can design relevant job descriptions and has a basis for identifying the right individual. It is not however intended to be used as a performance management tool. It will help the Emergency Management profession define its purpose more clearly, identify the standards it wishes to require of those who are invited to join as members and to increase its public standing. It can also assist government in achieving consistency of performance in a given area across numerous organisations, localities and jurisdictions.

4 The Emergency Planning Society The Organisation for Resilience Professionals The Core Competences Framework The Framework has been designed to cover those areas that are considered to be essential to the practice of Emergency Management and at its heart is the vision of the competent practitioner. The eight technical areas of the NOS for Civil Contingencies which form the foundation for the Framework have been extended to include four further areas of competence: Theories and Concepts in Emergency Management Acting Effectively Across your Organisation Debriefing After an Emergency, Exercise or Other Activity Managing Computer Generated Data to Support Decision Making Three additional elements of competence have also been added to that of Knowledge and Understanding, Performance Criteria and Generic skills: Behaviours Attitudes Professional Outcomes Core Competencies Framework Professional Outcomes Manage computer generated data to support decision making Theories & concepts in emergency management Knowledge & Understanding Anticipate & assess the risk of emergencies Debrief after an emergency, exercise or other activity Plan for emergencies Performance Criteria Co-operate with other organisations The Competent Practitioner Plan for business continuity Skills Act effectively across your organisation Validate emergency & business continuity plans Manage the recovery from emergencies Manage the response to emergencies Communicate with the community to enhance resilience Attitudes Behaviours

5 The Emergency Planning Society Core Competences Page 5 How To Use The Framework It is intended that the Framework is used in a number of different ways: Firstly it will be used by the EPS as a way of determining the membership status of practitioners who wish to join the Society. Secondly it can be used both by those wishing to join the profession and incumbent practitioners as a benchmarking tool for their own professional development. Thirdly it can be used by employers as a guide to drawing up job descriptions and as benchmark to ensure that employees are fit to practice. Fourthly as a foundation for the development of programmes of study and training courses for Universities, Colleges and training providers as well as a benchmark for work based learning. Each of the competence areas are discreet and can be used either individually to form the basis of the development of an area of expertise or collectively as a guide to developing a generic foundation for those entering the profession. They are not intended to form a rigid step by step process that has to be attained before an individual is entitled to enter the profession. 1. Theories And Concepts In Emergency Management This competence provides a basic understanding of the concepts, theories and terminology that are used in Emergency Management. The aim is to equip the aspiring practitioner with the fundamental knowledge and understanding to be able to effectively participate in Emergency Management activities. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: The terminology that is used to define non routine, extraordinary events that can cause serious damage to human welfare and the environment; n The social nature of emergencies; n The characteristics of emergencies; n The typologies of emergencies; n The definitions of hazard, risk and vulnerability ; n The concept of emerging risks; n The different scales that can define some hazards and ways of evaluating risks; n The different ways emergencies might occur; n Ways of describing the impact of emergencies; n The disaster cycle and the emergency planning cycle; n The definitions of prevention, mitigation, preparedness, response and recovery; n Defining case studies of disaster and emergencies and their significance; n The division of responsibilities for responders to emergencies; n The day to day role of a practitioner in Emergency Management; n Command and control procedures.

6 The Emergency Planning Society The Organisation for Resilience Professionals Skills Verbal communication skills Written communication skills Presentation skills Analytic skills Research skills Numeracy Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Describe and be able to apply the terminology used to define non routine, extraordinary events; n Describe and be able to apply the social elements of emergencies; n Describe and be able to apply the characteristics of emergencies; n Be able to classify emergencies; n Describe a hazard, a risk and vulnerability; n Describe emerging risks; n Describe the application of hazard scales and the different methodologies for evaluating risk; n Describe different approaches to the analysis of emergencies; n Describe the social, political, legal, economic, technical and environmental impacts of emergencies; n Describe and apply the disaster cycle and emergency planning cycle and their associated terminology; n Identify lessons for future preparedness from different case studies; n Describe the different responsibilities of emergency responders relevant to your country of residence; n Describe the day to day role of a practitioner in Emergency Management; n Describe command and control procedures relevant to your country of residence. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Use knowledge gained to contribute to Emergency Management work; n Show an appreciation of the role of other responders in an emergency; n Show an appreciation of community needs in an emergency; n Can demonstrate appropriate use of terminology; n Show an appreciation of the wide ranging impacts of emergencies; n Be willing to learn from those with knowledge and experience of working in Emergency Management.

7 The Emergency Planning Society Core Competences Page 7 Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Familiarity with the different terminology that can be used to describe the same event; n Understanding of the difference between hazard and risk; n Understanding of the concept of vulnerability; n Familiarity with new risks ; n Contribute to risk assessment; n Understanding that emergencies are social events; n Understanding the use of scale in emergencies; n Understanding that emergencies can be learning events; n Contribute to the day to day work of Emergency Management; n Familiarity with the methodology of preparing for emergencies; n Familiarity with responding organisations in an emergency; n Familiarity with the way an emergency may be managed. 2. Anticipate And Assess The Risk Of Emergencies This competence is about organising the assessment of risk in relation to the development of Emergency Management strategies. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The characteristics of a locality or localities that may influence the likelihood and impact of an emergency occurring e.g.: Social characteristics of the area including any particularly vulnerable groups; Health status of the community (e.g. any particular vulnerabilities) and the health facilities available; Environmental characteristics of the area; How the infrastructure is configured in the area (e.g. transport, utilities, business) and any critical sites, services or supply networks; What potentially hazardous sites exist in the area and their relation to communities or sensitive environmental sites; The availability of national and regional risk assessments and how to adapt these assessments for use in a local context; n The potential impact of emergencies on vulnerable people and groups including: n Definitions of vulnerability in the context of emergencies; n Numbers and distribution of vulnerable people and groups in a locality or localities; n The dynamic nature of vulnerability in the context of emergencies; n The issues specific to vulnerable groups from the impacts of emergencies; n The potential impact of emergencies on organisations, including the impact to finance and reputation; n The principles and criteria by which risks will be evaluated and prioritised; n How to analyse the likelihood and impacts of hazards and threats to produce overall risk scores; n Why it is important to work collaboratively with other agencies in developing a risk assessment; n The roles and structure of local and regional forums for co-operation on risk assessment.

8 The Emergency Planning Society The Organisation for Resilience Professionals n Options for risk treatment, including the development of emergency and business continuity plans; n The relevant legislation and guidance that apply to information sharing and data protection. Skills Balanced assessment Communicating risk Critical evaluation Hazard and risk analysis Horizon-scanning Impact analysis Investigation Prioritising risk Research Social analysis Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Identify the relevant characteristics of a locality or localities that will influence the likelihood and impact of an emergency in the community; n Identify relevant national and regional risk assessments; n Identify those hazards and threats that present significant risks. Analyse the likelihood and impacts of hazards and threats to produce overall risk. n Co-operate with emergency responders in maintaining an agreed position on the risks affecting a locality or localities and on the planning and resourcing priorities required to prepare for those risks; n Record risk assessments in accordance with organisational requirements and guidelines; n Clearly communicate and explain risk assessments to senior managers/decision makers; n Enable risk assessments to be used to inform development and validation of emergency and/or business continuity plans (and where applicable, inform multi-agency assessments); n Arrange for required distribution of all or part of a risk assessment, taking account of any restrictions on the disclosure of sensitive information; n Monitor and update risk assessments in response to changes in the risk environment and as often as necessary to maintain and update emergency and/or business continuity plans.

9 The Emergency Planning Society Core Competences Page 9 Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can brief senior executives on hazards and risks in your local area; n Can prepare reports that are easy to understand on local hazards and risks, including publishable reports; n Can brief service heads and others at all levels of the organisation about: The risks to the delivery of its services from emergencies and other business interruptions; The risks to the public of a failure to deliver its services; The risks to the organisation s reputation of a failure to deliver its services; n Can brief members of the public about potential impacts; n Can present to senior executives an overview of hazards and risks in the local area or your sector within a larger context; n Can demonstrate for senior executives how national risk assessment priorities apply, or do not apply, locally or in your sectoral area of responsibility; n Can demonstrate for senior executives how global risks of emergency may impact locally or on your sector; n Can identify and communicate to senior executives the potential impact on the local community or communities affected of the social, economic and environmental impacts of emergencies; n Can demonstrate an understanding of and communicate to senior executives the problems for vulnerable groups from the impacts of emergencies; n Can demonstrate an understanding of and communicate to senior executives the dynamic nature of vulnerability in the context of emergencies. Attitudes Community minded; Determined; Empathetic; Investigative. Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Contribution to local Community Risk Register; n Familiarity with relevant guidance; n Briefings given and reports prepared; n Risk assessments carried out; n Familiarity with relevant case studies; n Documents published; n Data skills used to determine impacts on critical processes; n Criticality assessments done on services provided to the public; n Familiarity with relevant sections of the Community Risk Register; n Familiarity with relevant sections of published national and global risk assessments;

10 The Emergency Planning Society The Organisation for Resilience Professionals n Familiarity with case histories of emergencies and possible scenarios; n Familiarity with specialist publications on hazard and risk; n Presentations given on risk priorities; n Familiarity with case studies of impacts of emergencies; n Presentations given on risk impacts, including use of community data; n Familiarity with case studies of impacts of emergencies on vulnerable people and groups; n Familiarity with case studies showing the dynamic nature of vulnerability in emergencies; n Contribution to or familiarity with the Community Risk Register in relation to vulnerable people and groups; n Use of data to identify vulnerable groups; n Reports or presentations given on risk impacts for vulnerable people and groups. 3. Plan For Emergencies This competence is about the development of emergency plans, procedures, training and education programmes. The documents being developed are in line with Risk Assessments, relevant legislation for your area of employment and corporate governance policies. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The importance of involving in the planning process all those who are likely to use, or be guided by, the plans and arrangements of all other relevant stakeholders; n When plans and arrangements require collaborative working with other agencies (including voluntary agencies); n The importance of values in underpinning individual and organisational performance; n The importance of encouraging others to take the lead and ways in which this can be achieved; n The roles and structure of local and regional forums for co-operation on emergency planning; n How to confirm the scope and objectives of emergency plans and arrangements; n The purpose of generic and specific emergency plans; n The principles of Integrated Emergency Management (IEM); n The emergency planning cycle; n The available national, regional and local risk assessments, and their role in emergency planning; n The likelihood and consequences of the risk for which the plan is being created; n The potential impact of emergencies on vulnerable people and groups in your area of responsibility; n The potential impact of emergencies on the environment; n How to identify aspects of emergency planning which can be addressed by training or exercising; n The resources, infrastructure and communities of the local area; n The information needs following an emergency; n Your organisation s service delivery priorities; n Methods of raising awareness of emergency plans and arrangements; n The legislation, regulations and related guidance relevant to emergency planning.

11 The Emergency Planning Society Core Competences Page 11 Skills Analyzing Consulting Challenging Creative writing Information management Plan/report writing Problem solving Research Communicating Impact analysis Organising Prioritisation Project management Setting objectives Think creatively and strategically Use foresight and apply it to strategic forward planning and risk assessment Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Develop plans and arrangements through consultation with those in your organisation and other partners likely to be involved in an emergency response; n Prepare a project plan setting out the key milestones in the planning process; n Discuss and agree the key objectives and scope of the proposed project and the available resources with the project sponsor(s) and any key stakeholders; n Put processes and resources in place to manage potential risks arising from the project and deal with contingencies; n Agree a budget for the completion of the project; n Confirm the required scope and objectives of plans and arrangements; n Develop plans and arrangements with regard to: Relevant risk assessments and the characteristics of localities; The welfare of vulnerable groups and the wider community; n Provide a framework for management, co-ordination and control including: Procedures for determining whether an emergency has occurred; Roles and responsibilities of responders; Procedures for alerting staff and activating response arrangements; Provision of resources (e.g. equipment, facilities, finance); Provision of resilient information and communications systems; Arrangements to warn, inform and advise the community; n Raise awareness of emergency plans and arrangements (e.g. with responders, relevant staff and the wider community);

12 The Emergency Planning Society The Organisation for Resilience Professionals n Ensure provision of training for relevant staff or other persons; n Ensure reference to the provision of exercises to validate and practice plans and arrangements; n Maintain records of key decisions agreed in the planning process with and between the main parties; n Present plans and arrangements clearly, concisely, and in ways that promote understanding; n Ensure ownership of plans and arrangements by senior managers and decision makers; n Arrange for the circulation of all or part of the emergency plans, where appropriate; n Ensure systems are in place to keep plans up to date in response to changes within the organisation; n Ensure plans are reviewed systematically in line with current risk assessments, lessons identified from incidents and exercises, and any changes to guidance and legislation. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can identify hazards which fall directly under the organisation s responsibility and initiate actions to prevent or mitigate the risk of emergency; n Can provide clear information on the options and their key features, outlining any potential consequences, advantages and disadvantages; n Can identify hazards which are not the direct responsibility of the organisation. Where the risks can be prevented or mitigated by the actions of the organisation, and initiate those actions; n Can design and run scenario walk-throughs with key staff, and record lessons learned, as preparation for writing or revising plans; n Can produce an emergency plan which addresses: the consequences identified in the risk assessment; the possible impacts on all parts of the community, including vulnerable groups; n Can produce an emergency plan which has the confidence of those who are tasked with implementing it; n Can demonstrate through implementation reports that lessons learned from incidents and exercises feed back into changes in the plan; n Can ensure that relevant members of staff are aware of their role and of procedures to follow in the event of an emergency; n Can maintain contact with service heads; n Can keep a record of service changes and developments; n Can maintain up-to-date records of the organisation s resources; n Can manage a database; n Can maintain up-to-date contacts and agreements with other parties to supply additional resources when needed; n Can present information clearly, concisely, accurately; n Can create a sense of common purpose; n Can find practical ways to overcome barriers; n Can anticipate likely future scenarios based on a realistic knowledge that can be shared; n Take personal responsibility for making things happen; n Make appropriate information and knowledge available promptly to those who need it and have a right to it.

13 The Emergency Planning Society Core Competences Page 13 Attitudes Community minded Determined Empathetic Flexible Investigative Open minded Realistic Collaborative Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Membership of groups or meetings to address prevention or mitigation of particular hazards; n Prevention measures and mitigation plans initiated and implemented; n Generic and specific emergency plans produced; n Meetings with key staff held to design the plans are recorded; n Emergency plans treat risks as identified, including impacts on community, especially vulnerable groups; n Incident reports, exercise reports and tests show that the procedures in the plan have the confidence of staff; n Implementation reports show that plans are subject to revision in the light of lessons learned; n Records of exercise and training debriefs, including evaluation sheets, show that the objectives of these events were achieved; n Records of organisation s capacity and resources; n Databases are managed; n Dormant contracts maintained; n Mutual aid agreements maintained. 4. Plan For Business Continuity This competence covers the development of Business Continuity Plans and their subsequent integration into an organisation. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n Current legislation, guidance and standards relevant to business continuity management; n The legislation, regulations and related guidance relevant to information sharing; n How to confirm the scope and objectives of business continuity plans and arrangements; n The importance of involving relevant stakeholders in the planning process and recognising their requirements and expectations; n The business continuity management life cycle; n The potential impact of emergencies on the organisation; n Your organisation s culture;

14 The Emergency Planning Society The Organisation for Resilience Professionals n Internal and external factors that influence organisational culture; n How to conduct a business impact analysis; n The roles and structure of local and regional forums for Integrated Emergency Management (IEM); n How to identify aspects of business continuity planning which can be addressed by training or exercising; n How to plan for the provision of relevant resources in the event of a business interruption or emergency; n The information needs following a business interruption or emergency; n How to identify critical and non-critical functions of the organisation; n The organisation s structure, governance and business processes; n The organisation s priorities for processes or service delivery; n Methods of raising awareness of business continuity plans and arrangements; n The importance of obtaining ownership of plans and arrangements at the appropriate departmental level; n The importance of developing a business continuity management culture within an organisation; n How and why business continuity plans must be systematically reviewed; n Current legislation, guidance and standards relevant to providing advice and assistance on business continuity management; n The legislation, regulations and related guidance relevant to information sharing; n The purpose of business continuity plans and arrangements; n Types of external and internal risks; n The characteristics of an area that may influence the likelihood and impact of an emergency occurring; n The roles and structure of local and regional forums for co-operation on risk assessment; n The roles and responsibilities of responders in the locality or localities; n How to identify the target audience for advice and assistance, taking account of the role of organisations in community resilience; n Types of information that organisations may require including: Kinds of disruptions which may occur and their potential impacts; Arrangements in place to assess risk, prepare for, respond to and recover from emergencies; Steps individual organisations can take to prepare for, or mitigate the effects of, an emergency; Sources of warnings, information and advice in the event of an emergency; Representative groups, networks and bodies which provide access to the business community; Methods of delivering information and advice to the business community; n The importance of obtaining ownership for plans and arrangements from senior managers and decision makers; n The importance of developing a business continuity culture within organisations; n How and why business continuity plans must be systematically reviewed. Skills Analyzing Consulting Impact analysis Influencing

15 The Emergency Planning Society Core Competences Page 15 Interviewing Negotiating Networking Organising Leadership Prioritisation Problem solving Project management Plan/report writing Strategy planning Communicating Plan/report writing Setting objectives Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Consult within the organisation and with other relevant partners in the development of plans and arrangements; n Confirm the required scope and objectives of plans and arrangements; n Identify key products or services and the critical activities and resources that support them; n Prepare a project plan setting out the key milestones in the planning process; n Discuss and agree the key objectives and scope of the proposed project and the available resources with the project sponsor(s) and any key stakeholders; n Put processes and resources in place to manage potential risks arising from the project and deal with contingencies; n Agree a budget for the completion of the project; n Have regard for the resilience of internal structures and processes and that of relevant external organisations; n Identify and assess alternative strategies to mitigate the effects of business interruption or emergencies; n Develop plans and arrangements in accordance with the business continuity management life cycle; n Provide a framework for management, co-ordination and control including: Procedures for determining when the plan must be invoked; Roles and responsibilities of key people in the organisation; Prioritisation of organisational processes or services; Procedures for activating response arrangements; Provision of resources (e.g. people, premises, technology, equipment); Provision of resilient information and communications systems; n Balance resources committed to business continuity management with an assessment of the potential impact of emergencies; n Present plans and arrangements clearly, concisely and in ways that promote understanding; n Encourage the ownership of plans and arrangements at the appropriate departmental level;

16 The Emergency Planning Society The Organisation for Resilience Professionals n Raise awareness of plans and arrangements (e.g. with senior managers and decision makers, other relevant staff, stakeholders and the wider community); n Ensure provision of training for relevant staff or other persons; n Ensure provision of exercises to validate and practice plans and arrangements; n Arrange for circulation of all or part of business continuity plans, where appropriate; n Ensure plans are reviewed systematically and kept up to date, in line with the potential impact of disruption or emergencies, organisational changes and lessons identified from incidents and exercises; n Identify the generic advice and assistance to be provided for the business community; n Define the target audience for advice and assistance, focussing efforts and resources where they will be most effective; n Select the most appropriate means to reach the target audience; n Provide specific advice and assistance for individual organisations where required, which may include: Assistance with risk assessment; Assistance with business impact analysis; Provision of information and advice about local Emergency Management arrangements; Support in the development and validation of plans and arrangements; n Have regard to relevant risk assessments when developing advice and assistance programmes; n Work in co-operation with other agencies and responders where this will enhance the effectiveness of advice and assistance provided; n Identify the resources required to deliver advice and assistance; n Ensure roles and responsibilities for business continuity management are made clear; n Recognise the status and limits of advice and assistance, referring to others where specialist expertise or experience is required; n Ensure programmes for promoting business continuity are reviewed systematically and kept up to date, taking account of lessons identified from incidents and exercises. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can write a business continuity plan or supervise or co-ordinate the writing of these plans; n Can create ownership in middle management to introduce business continuity plans covering their own areas of responsibility; n Can ensure that all members of staff are aware of their role and of procedures to follow in the event of a business interruption; n Can organise meetings of staff engaged in BCM plans as necessary; n Can brief senior executives on the implications for business continuity management and emergency preparedness of all developments in strategic organisational policy; n Can represent your organisation in developing with Emergency Management partners effective programmes and materials for encouraging the take up by relevant community organisations of business continuity planning; n Can represent your organisation in preparing the community for business interruptions in collaboration with Emergency Management partners;

17 The Emergency Planning Society Core Competences Page 17 Attitudes Empathetic Flexible Investigative Open minded Realistic Community minded Determined Collaborative Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n The organisation s strategic policy documents refer to resilience; n Job descriptions of staff with roles in emergency and business continuity plans refer to resilience; n Resilience documents on intranet; Seminars and briefings given; n 24 hour call out system across all areas; n BCM plans created; BCM exercises and tests held; n Other BCM awareness events held; n Familiarity with legislation and guidance in relation to BCM promotion; n Familiarity with case examples of BCM promotion activities undertaken by Emergency Management partners; n Make use of Community Risk Register; n BCM promotion and other support initiatives undertaken; n Community events and seminars undertaken. 5. Validate Emergency Or Business Continuity Plans This competence covers the validation of Emergency Response or Business Continuity Plans using live, simulated, table top or other methods of exercising. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The difference between exercises which are to: Provide collective training; Try out new arrangements; n How to build future scenarios and assess their implications; n How and when different types of exercise can be used; n The purpose of exercises in maintaining the currency and validity of plans and developing the competence of those involved; n The limitations of using exercises to evaluate existing arrangements;

18 The Emergency Planning Society The Organisation for Resilience Professionals n Areas of potential weakness in current performance or procedures which can be addressed by an exercise; n Why it can be beneficial to involve other agencies in exercises and how best to involve them; n Areas of potential weakness in current performance or procedures which can be addressed by an exercise; n Why it can be beneficial to involve other agencies in exercises and how best to involve them; n The implications of being involved for other organisations, including any potential constraints; n Requirements for the frequency of conducting exercises; n The roles and responsibilities of exercise planners and directors; n How to test specific aspects of plans or arrangements e.g. contact list, activation process, communications equipment, information management; n How to set exercise objectives and ensure they have been met; n The benefits of a hot debrief and a cold debrief after the event; n The legislation, regulations and related guidance relevant to emergency planning. Skills Analysing Assessing Briefing Communicating Consulting Information management Organising Problem solving Project management Reporting Research Setting objectives Teaching Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Identify the need for an exercise and its scope, aim and objectives; n Establish the type of exercise (e.g. discussion-based, table top or live) in accordance with the objectives and available time and resources; n Rehearse or practice elements of the exercise in advance; n Create situations arising from the scenario to test or validate various aspects of plans; n Involve other agencies in developing, and participating in, exercises, where appropriate; n Rationalise the aim and objectives of all organisations participating in the exercise; n Ensure all participants are aware of their roles in the exercise and provide pre-exercise briefing; n Ensure the required documentation is available (e.g. storyline, message injects, checklists, evaluation forms etc); n Ensure any required facilities, equipment or other resources are available;

19 The Emergency Planning Society Core Competences Page 19 n Provide a post-exercise report, with recommendations for any required follow-up actions; n Provide a post-exercise implementation report, describing progress made on exercise recommendations; n Ensure all directing staff are aware of their roles in the exercise; n Ensure that you can communicate with all directing staff throughout the exercise; n Provide clear direction to all participants throughout the exercise; n Present any introductory information at the start of the exercise; n Manage the timing of the exercise; n Provide an authoritative presence and take responsibility for the start, progress, delay, abandonment, or end of the exercise; n Anticipate any problems that might occur during the exercise and act accordingly should they do so; n Ensure that any feedback elements of the exercise are conducted with clarity and brevity; n Maintain an overview of the progress of the exercise; n Conduct debriefing and evaluation with participants following the exercise; n Distinguish between feedback on the mechanics of the exercise, and lessons learned relevant to the objectives. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can design and deliver training events, which equip staff to deliver the plan or address weakness in delivery of the plan; n Can plan and deliver tests which validate aspects of the plan (e.g. contact details and communications systems); n Can ensure that relevant members of staff are aware of their role and of procedures to follow in the event of an emergency; n Can organise and deliver exercises and exercise debriefs and reports which validate the plan s procedures and permit staff to practice them. Attitudes Determined Investigative Realistic Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Exercise reports and tests show that the procedures in the plan have the confidence of staff; n Implementation reports following exercises show that plans are subject to revision in the light of lessons learned; n Records of exercise and training debriefs, including evaluation sheets, show that the objectives of these events were achieved.

20 The Emergency Planning Society The Organisation for Resilience Professionals 6. Communicate With The Community To Enhance Resilience This competence is about communicating Emergency Management issues to communities to ensure they fully understand self help, their role during an emergency and the role of key responders during an emergency. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The legislation, regulations and related guidance relevant to freedom of information and emergency planning; n The information which could be made public to enhance Emergency Management; n How to identify the relevant target audience for specific information; n The importance of communicating with members of the community to address their views, concerns and needs; n Existing channels of communication with the community; n The information materials available from national and regional bodies; n How to communicate risks to the public to maximise the potential for self-help; n Hazards and risks in your area and the potential impact on the community of an emergency; n The response plans and procedures developed with Emergency Management partners; n Sensible precautions the public should take prior to an emergency and actions they should take if one occurs; n The potential impact of emergencies on particular vulnerable groups and institutions; n Particular legislation requiring the public to be provided with information about: Hazards and the risks of emergency; What responders will do in case of emergency; n How to arrange for provision of information in various formats; n How to obtain guidance on design and production of materials; n How to edit or summarise information materials with regard to any sensitive information; n How to reach vulnerable members of the community and those who may have difficulty understanding the message; n When to review and renew information to take account of changing circumstances; n How to set communications objectives, taking account of audience segmentation; n Effective methods for delivering information messages during emergencies; n The types of communication capabilities available to your organisation and partner organisations; n Public information systems and the impact of disruption to them during emergencies; n Your organisation s emergency plans and arrangements; n Your organisation s arrangements for direct communications with communities e.g. web sites, text messaging, sirens, door to door visits; n Your organisation s arrangements for communicating with staff and decision makers in an emergency; n Procedures for testing and exercising warning arrangements; n The roles and functions of the main agencies involved in Emergency Management at local, regional and national level; n Your organisation s (and partner organisations) arrangements for working with the media during emergencies; n The benefits which effective media relations can provide during emergencies and the importance of good media relations during emergencies;

21 The Emergency Planning Society Core Competences Page 21 n The impact which the presence of the public communications media can have on the conduct of an emergency operation; n The potential impact of emergencies on vulnerable people and groups; n Measures that can be taken to ensure required information reaches, and is understood by, vulnerable people; n How to review and evaluate arrangements for warning, informing and advising communities; n How to benefit from the lessons learned and good practice from other organisations; n Legal responsibilities for warning in emergencies across Emergency Management partners and hazardous site operators; n Statutory duties of responder organisations to warn, inform and advise communities. Skills Analysing Communicating Consulting Information management Liaison Marketing Organising Presentation Project management Research Briefing Problem solving Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Identify your overall objectives for communicating with communities; n Identify the views, concerns and needs of communities; n Identify specific objectives for communicating with each segment of the target audience; n Identify existing information materials and evaluate how they can be used or customised to enhance awareness in the local community; n Develop programmes or materials for raising awareness about emergencies including: Emergency response arrangements; How individuals can help improve community resilience; The preparation members of the community could take in case an emergency occurs; The actions members of the community could take if an emergency occurs; n Edit or summarise information materials where required, with regard to any sensitive information; n Ensure the presentation and content of information meets defined objectives and appeals to identified target groups; n Consult with relevant people on the design and content of information and advice materials; n Work in collaboration with other agencies where relevant (e.g. to avoid duplication of effort or potentially conflicting messages);

22 The Emergency Planning Society The Organisation for Resilience Professionals n Provide information in formats which promote understanding and are accessible to the target audience (e.g. literature, press release, presentation, web site); n Obtain expert guidance on the presentation and content of information when required; n Publicise the availability of information materials and arrange for their dissemination; n Evaluate the effectiveness of information provided; n Review and renew the information provided to take account of changing circumstances; (e.g. changes to risk assessments or plans); n Ensure that the presentation and content of information comply with any relevant legislation, regulations and guidance; n Develop effective arrangements for communicating with communities in a range of emergency situations; n Integrate procedures for warning and informing communities with other emergency planning arrangements; n Agree protocols with other agencies for warning and informing communities, including arrangements for: Identifying a lead responder; Joint working with other responders; n Liaise with other responder organisations to confirm actions to warn, inform and advise communities in the event of an emergency; n Identify specific objectives for communicating with communities; n Develop effective arrangements for working with the media prior to, during and after emergencies; n Provide relevant and timely information about the nature of an unfolding event, including: An overview of the situation; Immediate actions being taken by responders to minimise risk; Actions being taken by responders to assist recovery; How further information can be obtained; n Ensure that the information provided: Is co-ordinated, consistent, timely and without unnecessary duplication; Promotes understanding for the target audience; Is as comprehensive as possible, without causing unnecessary alarm; n Ensure that the information provided enables individuals to take action which will minimise the impact of the emergency as far as is practicable; n Review and evaluate arrangements for warning, informing and advising the community. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can brief senior executives about hazards and risks in your local or sectoral area and assess with them what information should be made public; n Can represent your organisation in contributing to the production and delivery of effective written materials for the public about hazards and risks; n Can brief senior executives about the importance of general education to the public about emergencies; n Can represent your organisation in developing and delivering with Emergency Management partners effective programmes and materials for educating the public about emergencies; n Can brief senior executives on the impact of emergencies on public communications; n Can design and deliver effective procedures and systems for communication with the public during emergencies;

23 The Emergency Planning Society Core Competences Page 23 n Can brief senior executives on the impact of the public communications media on the response to emergencies; n Can design and deliver effective procedures and facilities for co-operating with the media beforehand and during emergencies; n Can brief senior executives about where responsibilities lie for warning the public in the event of various types or instances of emergency; n Can represent your organisation in developing with Emergency Management partners agreed arrangements for warning the public across a range of scenarios; n Can advise senior executives on what are the most appropriate methods for warning the public under different scenarios; n Can ensure that warning procedures are fully integrated with emergency plans, including evacuation plans; n Can devise and deliver with Emergency Management partners appropriate tests and exercises of warning arrangements and the presentation of information via other media. Attitudes Community minded Determined Empathetic Investigative Realistic Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Familiarity with the Community Risk Register and local or sector planning arrangements across a range of emergency scenarios; n Familiarity with legislation and guidance about information to the public about hazards and risks in case of an emergency; n Briefings given to senior executives about public information for hazards and risks; n Written materials produced, including leaflets and press releases; n Meetings attended with Emergency Management partners re. public information; n Familiarity with guidance re education for the public about emergencies and resilience issues; n Familiarity with case examples of general and specific education programmes; n Education programmes and materials delivered; n Meetings attended where education issues were discussed; n Familiarity with case studies of disruption during emergencies, e.g. loss of phone and mobile communications, loss of electricity and TV; n Emergency communications plans prepared; n Familiarity with case examples of media attendance and questioning at emergencies; n Familiarity with government and other guidance on emergency media planning; n Plans prepared to address media issues during emergencies; n Facilities created for accommodating the media during emergencies; n Meetings attended with representatives of the media in designing and developing emergency media plans; n Familiarity with case examples of warning methods adopted in UK and Ireland; n Familiarity with legal frameworks and guidance governing warning procedures; n Emergency plan, including multi-agency plans, prepared; n Warning systems created; n Tests and exercises, including multi-agency tests and exercises undertaken and multi-agency meetings attended to discuss warning procedures.

24 The Emergency Planning Society The Organisation for Resilience Professionals 7. Manage Response To Emergencies The competence is about managing the response to an emergency at all levels of coordination. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The current legislation, guidance and policies relevant to emergency response, environment, health, safety and welfare; n Relevant emergency plans and arrangements; n The principles of Integrated Emergency Management (IEM); n The principles of command, control and ccordination; n The aim and objectives of the response; n The full range of response options available; n The principles of action planning; n Need for ongoing monitoring and reviews of the situation; n Circumstances where specialist advice or assistance is required; n The types of additional resourcing that may be required; n The roles and responsibilities of partner organisations in all areas of the response; n An appreciation of the structures and organisational cultures of partner organisations; n The structures, communication and decision making processes of partner organisations; n How to communicate with individuals affected by emergencies in a manner which promotes understanding; n The potential impact of emergencies on the environment; n How to assess the human impact of the emergency and identify vulnerable persons; n The information needs relating to the response; n How to conduct briefings and de-briefings; n The purpose and importance of recording information and decisions and how this information should be retained. Skills Analysis Communication Decision making Leadership Organising Liaison Negotiation Networking Partnership working Planning Prioritising Problem solving

25 The Emergency Planning Society Core Competences Page 25 Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Obtain sufficient information to determine the current status of the response; n Formulate an action plan which takes account of all available information, including any pre-determined emergency plans and anticipated risks; n Implement a response expeditiously, confirming responsibilities, tasks and communication channels; n Be aware of the need for risk assessments and the dynamic nature of any response; n Perform an ongoing review of the response with other key personnel involved in the command, control and coordination; n Ensure all the required actions are completed, taking into account the impact on individuals, communities and the environment; n Determine the priorities for the allocation of staffing and resources; n Anticipate the likely future needs of the responding agencies; n Work in cooperation with other responders; n Liaise with relevant organisations to address the longer term issues such as recovery and restoration; n Obtain the correct technical and specialist advice and assistance from suitable sources; n Provide accurate and timely information to inform and protect communities, working with all areas of the media of relevant; n Have due regard to issues of health and safety for all persons involved in the response; n Review all the response actions taken; n Identify the appropriate level of management and engage accordingly; n Ensure all the relevant individuals are fully briefed and de-briefed; n Evaluate the effectiveness of the response and use this information to inform future practice; n Fully record decisions, actions, options and rationale in accordance with current information, policy and guidance. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can recognise changes in circumstances promptly and adjust the management of the response accordingly; n Can prioritise objectives and plan activities to coordinate with required actions; n Can monitor and review how resources are utilised; n Can identify clearly the value and benefits to responders of proposed courses of action; n Can take timely decisions that are realistic for the response; n Can identify the range of elements in a situation and how they relate to an overall picture; n Make the best use of all sources of information; n Can monitor the response against existing plans and arrangements; n Can identify the implications or consequences of areas of response; n Can effectively brief and debrief all parties responding to an incident.

26 The Emergency Planning Society The Organisation for Resilience Professionals Attitudes Collaborative Community minded Pro-active Determined Flexible Realistic Constructive Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Effective management of emergency response to incidents; n Knowledge of emergency plans and community risk assessments; n Briefings and de-briefings conducted within agreed timescales; n Familiarity with structures and responsibilities of partner organisations; n Communicating during incidents and timely decisions made; n Familiarity of all elements required for an effective response; n Policy and decision logs completed, checked and retained; n Awareness of the technical and specialist assistance available. 8. Manage The Recovery From Emergencies This competence is about managing and helping communities and individuals to recover from the effects of an emergency. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The roles and responsibilities of partner organisations involved in response and recovery at local, regional and national level; n How partner organisations are organised; their broad structures, methods of communication and decision making processes; n Relevant emergency plans and arrangements; n The characteristics of an area that may influence the impact of an emergency e.g. social characteristics, including any particularly vulnerable groups; health status of the community (e.g. any particular vulnerabilities) and the health facilities available; environmental characteristics of the area; economic status of the area; how the infrastructure is configured in the area (e.g. transport, utilities, business) and any critical sites, services or supply networks; what potentially hazardous sites exist in the area and their relation to communities or sensitive environmental sites; n The types of impact that individuals and communities may need to recover from i.e. social, health, economic and environmental impacts;

27 The Emergency Planning Society Core Competences Page 27 n The people who may be affected by emergencies e.g. survivors, witnesses, family members, responders, the bereaved etc; n The specific needs of individuals affected by emergencies, including vulnerable groups and those directly or indirectly affected; n How to ensure that longer-term recovery considerations are incorporated in the response to emergencies; n How to prevent the escalation of the impacts of an emergency; n How to empower individuals and organisations to manage their own recovery as far as practicable; n The organisations, grants and funding schemes able to provide assistance for recovery from emergencies; n Arrangements for managing funds donated by the public in response to an emergency; n The legislation, regulations and related guidance relevant to recovery from emergencies. Skills Leadership Communication Consulting Influencing Liaison Motivating Negotiation Networking Organising Prioritisation Project management Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Identify those affected by emergencies, including individuals, organisations and vulnerable groups; n Identify the impacts of the emergency on communities and the environment; n Promote longer-term recovery considerations in the response to emergencies; n Take steps, where practicable, to prevent the escalation of the impacts of emergencies; n Engage with organisations from the public, private and voluntary sector which may contribute to the recovery effort or to the restoration of services; n Communicate and share information effectively with other organisations involved in response and recovery; n Consult and communicate with the community affected by the emergency n Support individuals and organisations to manage their own recovery as far as practicable; n Ensure provision of information and advice on steps being taken for correcting the impact of an emergency; n Agree and prioritise actions required during the recovery process; n Consider budgetary and financial implications of the recovery process; n Seek relevant advice, funding and other assistance necessary to support recovery work; n Ensure that any transition of leadership and service delivery during different phases of response and recovery are communicated and understood;

28 The Emergency Planning Society The Organisation for Resilience Professionals n Provide information about arrangements for appeals or memorials, where relevant; n Identify where improvements could be made to adapt systems, services or infrastructure to meet future needs. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can recognise own responsibilities within the recovery plan and recovery process; n Can recognise the range of impacts that can affect communities and individuals impacted by emergencies including social, psychological, health, infrastructure, economic, and environmental impacts; n Can co-operate effectively with a range of partners closely involved in preparing for the recovery from emergencies and recognise their aims and objectives in how they co-ordinate their preparations locally, regionally, nationally and even internationally; n Can communicate effectively and share information with a range of partner organisations involved in the recovery from emergencies; n Can recognise the value of and act on relevant advice given to help facilitate the recovery of communities and individuals; n Can recognise the range of actions needed to facilitate the recovery from emergencies; n Can prioritise and coordinate activities for the range of actions identified by recovery plan; n Can recognise the need for, and identify and access the most appropriate funding sources to facilitate the recovery process; n Can be equitable when deciding on the best use of resources; n Can monitor and review the best use of resources; n Can communicate effectively with communities and individuals affected by the impact of emergencies; n Can be sensitive to the different needs of communities and individuals during the recovery process; n Can be non-judgemental with communities and individuals affected by the impact of emergencies; n Can be inclusive when dealing with communities and individuals in their recovery from emergencies; n Can be effective, efficient and timely in recognising and understanding the needs of communities and individuals during the recovery process. Attitudes Caring Community minded Customer focused Determined Empathetic Flexible Open minded Realistic

29 The Emergency Planning Society Core Competences Page 29 Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Familiarity with the recovery plan and recovery process; n Familiarity with the range of organisations involved in the recovery process; n Broad understanding of the roles and responsibilities of a range of partner organisations both multi-agency and multi-level (sectoral), involved in the recovery process; n Familiarity with impact assessment techniques; n Ability to work, liaise and negotiate with multi-agency partners during the recovery process; n Ability to work, liaise and negotiate with communities and individuals during the recovery process; n Experience in making funding applications; n Familiarity with relevant guidance; n Familiarity with statutory frameworks governing the recovery from emergencies; n Familiarity with statutory frameworks governing multi-agency responsibilities and relevant case law; n Familiarity with project management processes; n Broad understanding of the range of impacts that can affect communities and individuals following an emergency; n Broad understanding of community/individual needs following an emergency. 9. Act Effectively Across your Organisation This competence is about ensuring your organisation recognises its responsibilities and is ready to deliver its functions in response to emergencies. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n Your organisation s vision and strategy; n Decision-making structures within your organisation; n The different factors that influence decision making; n The business of the organisation and how it is organised to deliver its tasks and responsibilities; n Your organisation s culture; n Internal and external factors that influence organisational culture; n The legal framework and constraints within which your organisation works, including potential liabilities; n The importance of values in underpinning individual and organisational performance; n The importance of encouraging others to take the lead and ways in which this can be achieved; n The rules and procedures for meetings within your organisation; n The importance of the reputation of the Emergency Management service within your organisation.

30 The Emergency Planning Society The Organisation for Resilience Professionals Skills Leadership Think creatively and strategically Use foresight and apply it to strategic forward planning and risk assessment Challenge constructively Policy officer skills Listening skills Principles and methods of delegation. How to monitor and control operational plans to achieve their objectives How to undertake an analysis of the political, economic, social, technological, legal and environmental (PESTLE) factors in the external environment How to undertake a strengths, weaknesses, opportunities and threats (SWOT) analysis. How to measure and review organisational performance. How to build future scenarios and assess their implications Financial management Marketing management Chair meetings effectively Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Identify for senior managers the hazards affecting your locality, business or area of responsibility and assess the risks of an emergency; n Brief effectively on the potential impacts of emergencies: on the community generally; on the business of your organisation; on the public if your service is disrupted or lost; n Act effectively across your organisation to get decisions made and procedures adopted which help prevention or mitigation of emergencies; n Act effectively across your organisation to ensure it is prepared for emergencies by supporting managers of service areas to develop effective emergency plans; n Act effectively within the framework of your organisation s emergency arrangements to ensure it responds effectively to emergencies; n Act effectively across your organisation to get decisions made and procedures adopted that will aid recovery from emergencies; n Play a direct part in influencing your organisation s strategic direction in relation to resilience and Emergency Management issues; n Deliver resilience at all levels of your organisation and across all service areas through implementation of a business continuity programme; n Identify the range of risks and challenges that may impact on the overall performance of the organisation and its reputation; n Present a sound argument for adequate funding of Emergency Management; Manage budgets; n Maintain an up-to-date record of the organisation s capacity, resources and capability to deliver its services in normal times, so that these can be utilised in an emergency; n Obtain additional resources from within and outside the organisation in the context of an emergency.

31 The Emergency Planning Society Core Competences Page 31 Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can identify and influence key staff at all levels of the organisation to take account of their emergency planning and business continuity responsibilities; n Can present information clearly, concisely, accurately; n Can create a sense of common purpose; n Can find practical ways to overcome barriers; n Can support service heads and other key staff to deliver their legal responsibilities in emergencies; n Can anticipate likely future scenarios based on realistic knowledge that can be shared; n Can achieve access to the chief executive or chief officer on a regular basis and as necessary; n Can engage the chief executive or chief officer in signing off emergency plans and taking part in emergency exercises; n Can engage the chief executive or chief officer in signing off business continuity plans and taking part in BCM exercises; n Can ensure that the risks of disruption to the organisation s business and the implications of diverting resources to respond to emergencies are included in the organisation s strategic plan; n Can brief elected members or executive board members on their representative role in emergencies; n Can brief senior executives on how their operational role in emergencies is distinguished from the representative role of elected members and executive board members; n Can demonstrate an understanding of (and communicate to senior executives) the range of partners closely involved in preparing for and responding to emergencies and how they co-ordinate their preparations locally, regionally, nationally and even internationally; n Can demonstrate an ability to influence partner organisations; Can brief senior executives on the legal responsibilities and capabilities of partner organisations and their potential legal liabilities; n Can identify how respective legal frameworks govern the actions of Emergency Management partners across a range of possible scenarios; n Can brief senior executives on the changed organisational arrangements for dealing with emergencies when emergency powers are invoked by government; n Take personal responsibility for making things happen; n Make appropriate information and knowledge available promptly to those who need it and have a right to it. Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Familiarity with your organisation s handbook or annual reports; n Familiarity with the organisation s structure and how its governance is reflected in its emergency plans and business continuity plans; n Familiarity with statute law and case law relevant to your organisation; n Support from key colleagues and other stakeholders; n Executive level meetings and groups attended; n Chief executive or chief officer signs off plans; n Emergency Management issues addressed in minutes of board meetings; n Paragraphs relating to resilience included in organisation s strategic plan; n Briefing documents prepared for elected members and executive board members; n Seminars undertaken with elected members and executive board members;

32 The Emergency Planning Society The Organisation for Resilience Professionals n Familiarity with statutory frameworks governing Emergency Management partners and relevant case law; n Familiarity with non-statutory groups involved in emergency response; n Familiarity with roles of partner agencies in multi-agency and multi-level (sectoral) plans; n Familiarity with the national capabilities programme; n Successful initiatives with Emergency Management partners; n Effective implementation and evaluation of projects, with recommendations that identify good practice and areas for improvement; n Awareness of trends and developments inside and outside your organisation; n A clear, achievable and compelling vision which sets out where the organisation should be going; n Contribution to regional and local capability work; n Familiarity with relevant emergency powers legislation; n Familiarity with relevant guidance; n Briefings given; n Relevant meetings attended; n Provision of support to people in your area to achieve their work and development objectives. 10. Cooperate With Other Organisations This competence is about working in partnership with internal and external stakeholders to deliver Emergency Management functions. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The relevant legislation, organisational policies and procedures that apply to your own organisation; n The relevant legislation, organisational policies and procedures that apply to multi-agency working; n The relevant legislation and guidance that apply to information sharing, data protection and information security; n The nature and purpose of Integrated Emergency Management (IEM); n The principles and benefits of joint working between different organisations; n The roles and functions of organisations involved in Emergency Management at local, regional and national level; n Governance arrangements relevant to multi-agency working; n How partner organisations are organised; their broad structures, methods of communication and decision making processes; n The culture and capabilities of partner organisations; n How organisations structure and culture can affect multi-agency working; n The factors likely to hinder multi-agency working (e.g. stereotyping, discrimination); n The different factors that influence decision making; n The benefits for individuals and organisations of networking; n Effective methods of identifying and resolving tensions and issues; n Methods of reviewing the effectiveness of multi-agency working relationships;

33 The Emergency Planning Society Core Competences Page 33 n The relevant legislation and guidance that apply to information sharing, data protection and information security; n The role of information sharing in effective co-operation between organisations; n The importance of having an ethical approach to information sharing; n Existing sources of information within your own organisation; n Sources of relevant information accessible to the public; n The benefits of information sharing between organisations without immediate recourse to formal requests; n Procedures and protocols for formal information sharing between relevant organisations; n Types of sensitive information including: Information prejudicial to national security; Information prejudicial to public safety; Commercially sensitive information; Personal information; n The principles of confidentiality; n Restrictions on the disclosure of sensitive information; n Persons or organisations which can provide consent for disclosure of relevant sensitive information; n Systems for control of information including physical access, restrictive markings, circulation lists and targeting of particular audiences; n The roles and functions of partner organisations at local, regional and national level; n How partner organisations are organised; their broad structures, methods of communication. Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Identify the relevant roles, responsibilities and authorities of the different people and organisations you will be working with; n Work with partners to establish a strategic framework to oversee the work; n Agree, record and maintain arrangements for joint working that are appropriate to the nature and purpose of the work; n Establish and agree the contribution that each partner will make; n Recognise shared responsibilities and authority to act, including any limitations; n Agree information that should be shared, the reasons for this and how to maintain the security of information; n Undertake your role in multi-agency working in a way that is consistent with agreements made, your own job role and the relevant policies and standards; n Interact with people in other organisations in ways which: Encourage effective relationships and participation; Respect their views, roles and responsibilities; Promote equality and value diversity; Acknowledge the value of multi-agency working; n Represent your organisation s views and policies in a clear and constructive way; n Identify how your organisation can support multi-agency objectives; n Encourage active contributions to joint working and identify innovative ways of working; n Discuss and agree how and when the multi-agency work will be monitored and reviewed.

34 The Emergency Planning Society The Organisation for Resilience Professionals Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Can represent your organisation in the preparation of emergency plans with Emergency Management partners, including multi-agency plans and protocols, as appropriate; n Can provide the correct organisation name of all Emergency Management partners; n Can provide correct names, job titles and contact details for key contacts in all Emergency Management partners, including day-time and out-of-hours contacts; n Can represent your organisation at key multi-agency Emergency Management forums and ensure it plays a full part in their procedures; n Can assess and justify the right level of attendance by your organisation at multi-agency forums; n Can constructively challenge the status quo and seek better alternatives; n Can clearly agree what is expected of others and hold them to account; n Can find practical ways to overcome barriers; n Can represent your organisation: By initiating multi-agency activities and projects as appropriate; By delivering projects on time in cooperation with Emergency Management partners; n Can represent your organisation in the design, delivery and evaluation of multi-agency training events and multi-agency exercises, including debriefs and implementation of lessons learned; n Can ensure your organisation s response arrangements, including operational communications and control arrangements, mesh with the arrangements of Emergency Management partners; n Can ensure that your organisation makes an effective contribution to the establishment and operation of joint control and co-ordination facilities; n Can brief senior executives on actions they should take to ensure that co-ordination arrangements work well; n Can represent your organisation in designing and establishing sound mutual aid agreements with Emergency Management partners, including regional partners; n Identify information which should be shared to promote effective co-operation with other organisations; n Share information with other organisations as far as practicable, through an on-going culture of dialogue and co-operation; n Establish common terms and definitions to facilitate shared understanding; n Check existing sources of information before making formal requests for information from other organisations; n Make any formal requests for information in writing, specifying the precise nature of the information required and the reasons why it is needed; n Respond to valid requests for information from other organisations as far as practicable, within the limits of any duty of confidence or restriction on disclosure; n Agree in advance the format in which the information will be provided and a reasonable time-frame; n Verify the quality of information provided or received; n Identify situations where disclosure of information could prejudice sensitive information; n Recognise situations where the release of information needs to be controlled; n Provide a rationale for any non-disclosure of information, unless this further prejudices sensitive information;

35 The Emergency Planning Society Core Competences Page 35 n Provide a rationale where disclosure of information in the public interest outweighs restrictions on disclosure of commercially sensitive or personal data; n Obtain consent from the information source, where required for disclosure of sensitive information; n Can ensure that information is shared with Emergency Management partners as needed and in accordance with legal requirements. Attitudes Collaborative Community minded Constructive Open minded Realistic Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Multi-agency emergency plans and protocols produced; n Names and contact details for Emergency Management partners in hard copy and/or electronic formats; n Tests and procedures carried out to check contact details; n Procedures carried out to maintain contact details; n Personal network of contacts maintained to meet current and future needs for information and resources; n Contribution to minutes, reports and other activities of multi-agency forums; n Attendance at multi-agency forums; n Presentations made to multi-agency forums; n Projects delivered on behalf of multi-agency forums; n Training events and exercises conducted; Reports prepared after training events; n Exercises evaluated; Exercise reports and implementation reports prepared; n Familiarity with government guidance on response to emergencies, the set-up of control centres and the lead co-ordination role; n Familiarity with case examples of different co-ordination arrangements used in response to different types of emergency scenario; n Tests or exercises taken part in to examine, rehearse and strengthen multi-agency co-ordination arrangements, including control centre set up and capacity; n Technical abilities; n Familiarity with guidance on mutual aid agreements; n Mutual aid agreements negotiated; n Attend meetings to discuss mutual aid agreements; n Familiarity with legislation and government guidance; n Information shared with Emergency Management partners, including requests made.

36 The Emergency Planning Society The Organisation for Resilience Professionals 11. Debrief After An Emergency, Exercise Or Other Activity This competence is about organising and conducting debriefs following an emergency, exercise or other activity to enable organisations both individually and as multi agency groups to identify lessons to be learned from such events. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The reasons for debriefing after an emergency, exercise or other activity; n The difference types of debrief and when to use them; n The confidential nature of contributions to the debrief; n The need for pre event planning to establish a process of learning and reporting from an emergency including the review of emergency plans and associated activities; n The need for personnel to communicate their experiences of an emergency, exercise or other activity so that lessons can be identified for future planning and response; n Planning a debrief; n Roles and responsibilities of those conducting the debrief; n Development of ground rules, debriefing aims and prompt questions; n Debriefing methodology; n Room setup and equipment needed; n The type of information needed by the participants before the debrief; n How to facilitate a debrief; n Different perceptions of what happened during the emergency, exercise or other activity; n How to record the output; n How to identify lessons from the output; n The production of the debrief report and the development of an action plan; n The distribution of the debrief report. Skills Organising Communicating Consulting Liaison Information management Presentation Drafting Project management Facilitating Report writing Reviewing Agenda setting

37 The Emergency Planning Society Core Competences Page 37 Listening Recording information Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Establish a process for learning from emergencies, exercises and other activities that includes the reviewing of emergency plans; n Describe the reasons for debriefing; n Identify the resources needed for each type of debrief including suitable facilities and materials; n Identify participant information including joining instructions; n Draft agenda and required information; n Identify those who should participate in the debrief and ensure their attendance; n Identify key areas and questions to be considered in the debrief; n Provide an introduction to the debrief and an explanation of the methodology to be used; n Facilitate the debrief in a structured and organised way; n Acknowledge and record contributions in a fair way (without apportioning blame); n Collate comments and prepare a debrief report; n Identify lessons for future planning and response; n Develop an action plan; n Establish restrictions before distribution of report; n Identify an accurate distribution list and any additional stakeholders; n Monitor and review progress of action plan; n Prepare implementation report. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n Compliance with organisational processes for reviewing plans and learning from emergencies, exercises and other activities; n Be fully prepared for the debrief event and ensure all participants have the required information; n Encourage all relevant personnel/agencies to attend the debrief; n Behave with openness and honesty during the debrief and encourage participants to do the same; n Pursue personal, group or organisational understanding and learning; n Be consistent with professional responsibilities; n Respect the rights of individuals; n Be fair, equitable and supportive to all participants; n Record information accurately; n Seek consensus on lessons identified for future planning and response; n Provide draft report for consultation before final publication; n Seek managerial sign off of the report; n Ensure report is received by all who have a response role whether they attended the debrief or not; n Oversee review and learning process.

38 The Emergency Planning Society The Organisation for Resilience Professionals Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Recognised skills in debriefing; n Organisational process for learning from emergencies, exercises or other activities; n Incident and exercise reports that clearly identify lessons to be learned and areas for review; n Action plans for the implementation of learning and areas for review; n Implementation reports that show lessons have been embedded and reviews completed. 12. Manage Computer Generated Data To Support Decision Making This competence is about the management of information and knowledge generated by computer based information systems such as Geographical Information Systems (GIS) and Management Information Systems (MIS) and its effective use to support decision making in Emergency Management both in day to day activities and during emergencies. Knowledge, Understanding and Skills To meet the competence, you need to know and understand: n The importance of managing information effectively and efficiently; n Current legislation, policies, procedures and guidelines relevant to information management in Emergency Management; n The types of information systems available and the problems that can occur with such systems and how to deal with them; n The information and knowledge needs of users in Emergency Management; n How the use of information systems (e.g. Geographical Information Systems and Management Information Systems) and the information and knowledge generated by them can contribute to improved decision making in the delivery of Emergency Management work both in day to day activities and during emergencies; n How to develop processes and techniques for capturing information and knowledge from information systems for effective decision making; n How developments in Emergency Management might impact on the need for information, knowledge and evidence generated by information systems; n The changing information and knowledge needs of users and how to maintain the relevance of information and knowledge services; n The importance of the quality of data and information in decision making and the different methods of validating such data and information; n Having a clear framework within which to monitor and evaluate data and information; n Where to find relevant sources of reliable data and information; n How to make judgements with regard to having sufficient, reliable data and information to make effective decisions. Performance Criteria To achieve and maintain competence in this area you must demonstrate that you are able to: n Identify information and knowledge needed to make decisions in day to day Emergency Management work and during an emergency, exercise or other activity;

39 The Emergency Planning Society Core Competences Page 39 n Establish criteria for decision making based on information and knowledge required; n Establish the quality of data and information and methods to monitor and evaluate the quality of data and information; n Take timely action to remedy inadequate, unreliable, contradictory or ambiguous information and knowledge; n Analyse information and knowledge to identify facts, patterns and trends that may impact on your decision making; n Be able to state with confidence the validity and reliability of the information and knowledge; n Clearly explain any technical terms or jargon used in the information and knowledge; n Cooperate constructively with Emergency Management partners to organise knowledge and information captured from using information systems; n Record and store information and knowledge accurately and completely. Behaviours and Attitudes To meet the competence, you need to demonstrate the following behaviours and attitudes: n To meet the competence, you need to demonstrate the following behaviours and attitudes: n Act within the limits of your authority; n Actively seek out reliable and accurate sources of information and data; n Be willing to accept restrictions placed on the use of data obtained from sources other than your own organisation; n Be confident about the validity and reliability of the information and knowledge you are using to support decision making; n Be willing to explain how data is manipulated to produce required information and knowledge; n Will ensure information and knowledge is presented clearly, concisely and accurately avoiding jargon and technical terms if possible; n Making information and knowledge available promptly to those who need it for informed decision making; n Ensure security of information and knowledge once generated; n Can articulate the assumptions made and the risks involved in understanding scenarios presented by the information and knowledge; n Ensure compliance with legal requirements, organisational policies and practices and professional codes. Professional Outcomes To meet the competence, you need to demonstrate the professional outcomes: n Familiarity with the use of information systems in Emergency Management; Familiarity with data manipulation and its outcomes; n Familiarity with information systems currently available; n Familiarity with information management and its implication; n Familiarity with legislation, policies, procedures and codes of practice; n Information shared; n Ability to make more informed decisions.

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