Work strategically to plan and prepare for incidents and emergencies
Overview
This standard is about collaborating and managing complex partnerships with a focus on preparing and developing cross-sector plans with shared ownership.
It applies, but is not limited to, Resilience Managers, Emergency Planning Managers, Community Resilience Coordinators, Community Resilience Managers, Heads of Resilience and Accountable Emergency Officers.
Performance criteria
You must be able to:
1.engage and collaborate with partners, stakeholders, and communities to ensure co-production, integration and interoperability.
2.develop and embed principles of integrated emergency management to ensure greater overall resilience in anticipation of disruptive challenges.
3.facilitate inclusive planning that recognises the need for recovery from the start.
4.ensure an interface between strategic and tactical functions is developed and maintained in line with governance structures.
5.interpret legislation, guidance, policies, including emerging government policies, and good practice
6.establish and contribute to establishing governance arrangements which support effective communication and coordination strategies.
7.manage the interdependencies of emergency preparedness and resilience functions across the resilience cycle
8.communicate with strategic leaders across partner organisations and across regional borders
9.maintain relationships with local political leadership, liaise with government departments, and negotiate joint development and ownership of cross-sector plans
10.promote shared ownership of preparedness through sustained communication, engagement, and partnership governance.
11.establish and embed pre-agreed activation thresholds across the full hazard range, ensuring transition from routine to emergency operations is governed by pre-determined criteria
12.use data and modelling techniques to analyse cascading risks and dependencies across interconnected infrastructure and services.
13.manage use of public funds in line with organisational requirements.
14.contribute to the coordination of risk anticipation, assessment, preparedness, response and recovery activities across resilience functional areas
15.contribute towards the coordination of prevention activities to help mitigate against the impact of the risk
16.maintain strategic oversight of risk analysis including government risk assessments, policy, horizon scanning and organisational risks.
17.develop strategic priorities
18.apply systems thinking to understand interdependencies, vulnerabilities, and capabilities across organisational and community interfaces
19.lead strategic planning processes that integrate cross boundary risks, shared priorities, and response arrangements with stakeholders and partners.
20.ensure learning, training, and development provision meets the capability and capacity needs
21.establish strategic learning communities, through collaborative dialogue, to ensure learning is understood and integrated into training, and development activities
22.ensure cross-cutting, cascading and cumulative risk informs consequence analysis and planning assumptions and capability development
23.coordinate the development of joint policies, procedures, and frameworks to support integrated preparedness.
24.lead the inclusion of Tier 1 contractors into the relevant planning across all contracted place services functions with a civil contingencies dimension
25.facilitate inclusive planning that incorporates community insight, lived experience, and voluntary sector contributions.
26.implement mechanisms that integrate lessons from past events into strategic and operational changes to prevent recurring failures.
27.evaluate plans that are aligned with statutory requirements, national frameworks, and sector-specific guidance.
28.maintain robust partnership governance, assurance, and reporting structures
29.undertake continuing professional development and share evidence based good and innovative practice in this occupational area
Knowledge and Understanding
You need to know and understand:
1.legislation, policies, guidance and good practice for working strategically to plan and prepare for incidents and emergencies
2.governance and assurance structures and partnership mechanisms that support integrated planning and effective communication and coordination strategies.
3.roles, responsibilities, strengths and capabilities of partner organisations and key stakeholders.
4.how to apply systems thinking to understand interdependencies, vulnerabilities, and capabilities across organisational and community interfaces.
5.principles of strategic planning and systems thinking in emergency preparedness.
6.the local and regional political landscape
7.cross-boundary risk management, including interdependencies between agencies, sectors, and communities.
8.how to lead strategic planning processes.
9.cross sector plans and how to develop these plans with partner organisations in accordance with statutory requirements, national frameworks, and sector-specific guidance
10.the strategic risks facing different sectors and the specific resilience measures they will need
11.how to coordinate the development of joint policies, procedures, and frameworks to support integrated preparedness.
12.how to manage the use of public funds.
13.approaches for inclusive and community-centred planning, including engagement with vulnerable and marginalised groups.
14.methods for analysing strategic risks, emerging threats, and long-term system vulnerabilities.
15.principles for decision-making where there is uncertainty.
16.cultural, organisational, and political factors that influence system-wide preparedness.
17.digital capabilities, data use, misinformation challenges, and evolving workforce competencies relevant to planning.
18.how to use data and predictive tools to analyse how disruptions spread across interconnected systems.
19.the gap between non-delegable duty and the contracted delivery gap, the accountability chain and model contract contingency clauses.
20.the importance of social learning and its importance in organisational and inter-organisational learning for improved resilience
21.how to translate identified lessons into permanent changes in organisational strategy, policies, and practices.
22.methods to effectively validate plans and strategies
23.the role of reflective practice in evaluating performance, identifying areas for improvement and professional development