Unit of competency Outline
Date retreived
22/07/2026 12:38 PM AWST
22/07/2026 12:38 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage humanitarian assistance operations
Manage humanitarian assistance operations
Unit of competency
National Code
CHCDHA502B
CHCDHA502B
State Code
WC885
WC885
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
21/07/2014
Field of Education
080315 - Project Management
Original Release Date
21/07/2014
Nominal Hours
60
Description
DescriptorThis unit of competency describes the skills and knowledge required to effectively manage local relief operations while supporting the strategic objectives of the organisation and adhering to organisation and international policy and practice requirements
Notes
Elements and Performance Criteria
1. Organise and lead a humanitarian assistanceteam
- 1.1 Prepare preliminary estimates of human, financial and other resource needs based on the scope of likely humanitarian response
- 1.2 Coordinate with key organisation support units, including human resources, information technology and logistics for support and advice, and establish close working relationship with these units
- 1.3 Implement management information systems according to organisation guidelines
- 1.4 Provide orientation and briefing to the team in line with the concepts and principles of aid effectiveness and community development
2. Plan the operation
- 2.1 Develop operational plan and business plan that is aligned with program strategy, using appropriate tools
- 2.2 Determine key activities appropriate to the response level and according to organisational guidelines, program design, donor and grant requirements
- 2.3 Formulate immediate action steps to involve stakeholders
- 2.4 Gather data to determine program design and response, geographic targets, population targets and the range of other essential critical decisions required for program effectiveness
- 2.5 Ensure planning includes issues of stakeholders with special needs and disadvantages
- 2.6 Prepare schedules to ensure that resources are brought in at the right times
3. Implement and manage the humanitarian assistance project cycle
- 3.1 Conduct and lead team assessments in a timely manner
- 3.2 Implement planning and design processes according to organisation guidelines
- 3.3 Ensure that funding is available
- 3.4 Define roles and responsibilities of key external stakeholders
- 3.5 Delegate tasks to appropriate personnel
- 3.6 Ensure that design and management of relief response complies with organisational policies and other international humanitarian standards
- 3.7 Manage project cycle to maximise program effectiveness and to ensure processes are being followed
- 3.8 Monitor and assess changing and evolving needs as the situation develops
- 3.9 Monitor and assess initial response and its long-term implications, and make decisions according to assessment
- 3.10 Monitor and assess expenditures according to organisation guidelines
- 3.11 Document project activities and progress and ensure documentation of best practice and innovation into project plans and budgets
- 3.12 Prepare update and situation reports
4. Maintain local security strategy
- 4.1 Conduct security assessments in coordination with security officer and other relevant key officers
- 4.2 Determine ways to protect and secure organisation and project assets and resources
- 4.3 Coordinate with security officer to ensure that critical documents such as evacuation and field security policy, operation and contingency plans are developed and updated
- 4.4 Ensure staff safety according to organisation standards and procedures
5. Build strategic alliances with key stakeholders
- 5.1 Build positive relationships with key stakeholders during the initial months of the response
- 5.2 Conduct regular consultations with key stakeholders and provide relevant updates
- 5.3 Advocate as required to ensure inclusion and engagement of stakeholders with special needs and disadvantages
RANGE STATEMENT
The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.
Humanitarian assistance team may include:
Highly experienced professionals in:
needs assessment
programming
project management
health
nutrition
food distribution
logistics
water and sanitation
finance
disaster mitigation
agriculture
human resource
Management information systems may include:
Schedules of meetings with sector managers and other key staff
Internal tracking and evaluation systems
Prescribed organisation software systems
Hard copy or electronic reporting systems
External reporting systems, including schedule of reports to organisation and donor
Concepts and principles of aid effectiveness and community development include:
Ownership, including:
using delivery processes that support partner countries to exercise effective leadership over their development policies and strategies
coordinating development actions
involving communities and local government in decision making, implementation, monitoring and evaluation
encouraging community's and local government's contribution to problem solving
Alignment, involving maintaining a comprehensive understanding of partner countries' national development strategies, institutions and procedures to guide program delivery
Harmonisation:
actively seeking to collaborate with other Official Development Assistance (ODA) partners to create added value and greater development effectiveness
Managing for results, including continuous improvement of systems to:
manage for development results
support evidence-based decision making
Mutual accountability, involving demonstration of:
full transparency and accountability for the use of development resources in program delivery
Appropriate tools may include:
Critical path method
Mapping needs
Resources
Competitors
Competencies and using intersections as the basis for planning
Complementarity to regional strategies and plans
Complementarity to national strategy and plan
Response level may include:
The first 24 to 72 hours, first 7 days, first 30 days, next 90 days, following one year
Response level according to critical criteria such as:
national office capacity
donor funding potential
staff required
capacity to support
Terms such as low level, medium level, maximum level
Stakeholders with special needs and disadvantages may include:
Refugees
Children
The elderly
Widowed
People with disabilities
Resources may include:
Project supplies and equipment such as:
blankets, water, water container, food, cooking kits, clothes and plastic sheeting
communications equipment including:
satellite phones, cellular phones, fax machines, hand held radios and high frequency radios
laptop computers with all necessary software
information, manuals, policies and forms needed for administration and operations
Assessments may include:
Early warning indicators for communities
Assessment surveys
Area Development Program (ADP) or Village Damage and Needs assessment forms
Checklist on external stakeholders
Processes may include:
Concept phase
Seed phase
Design
Implementation phase
Exit strategy
External stakeholders may include:
International organisations such as:
World Health Organisation (WHO)
World Food Program (WFP)
United Nations Children's Fund (UNICEF)
United Nations Development Program (UNDP)
United Nations High Commissioner for Refugees (UNHCR)
World Bank
U.S. Agency for International Development (USAID)
Australian Agency for International Development (AusAID)
Canadian International Development Agency (CIDA)
International non-government organisations
National Council of Churches
Government donors
Government ministries (e.g. in health, agriculture and labour)
Project cycle may include:
Assessment
Analysis
Design
Marketing
Monitoring
Reporting
Evaluation
Assets may include:
Vehicles
Office equipment
Office machinery
Office furniture
Communication devices
Key stakeholders may include:
Local government
Other government agencies
Local partners
Donors
International non-government organisations
United Nations agencies
The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.
Humanitarian assistance team may include:
Highly experienced professionals in:
needs assessment
programming
project management
health
nutrition
food distribution
logistics
water and sanitation
finance
disaster mitigation
agriculture
human resource
Management information systems may include:
Schedules of meetings with sector managers and other key staff
Internal tracking and evaluation systems
Prescribed organisation software systems
Hard copy or electronic reporting systems
External reporting systems, including schedule of reports to organisation and donor
Concepts and principles of aid effectiveness and community development include:
Ownership, including:
using delivery processes that support partner countries to exercise effective leadership over their development policies and strategies
coordinating development actions
involving communities and local government in decision making, implementation, monitoring and evaluation
encouraging community's and local government's contribution to problem solving
Alignment, involving maintaining a comprehensive understanding of partner countries' national development strategies, institutions and procedures to guide program delivery
Harmonisation:
actively seeking to collaborate with other Official Development Assistance (ODA) partners to create added value and greater development effectiveness
Managing for results, including continuous improvement of systems to:
manage for development results
support evidence-based decision making
Mutual accountability, involving demonstration of:
full transparency and accountability for the use of development resources in program delivery
Appropriate tools may include:
Critical path method
Mapping needs
Resources
Competitors
Competencies and using intersections as the basis for planning
Complementarity to regional strategies and plans
Complementarity to national strategy and plan
Response level may include:
The first 24 to 72 hours, first 7 days, first 30 days, next 90 days, following one year
Response level according to critical criteria such as:
national office capacity
donor funding potential
staff required
capacity to support
Terms such as low level, medium level, maximum level
Stakeholders with special needs and disadvantages may include:
Refugees
Children
The elderly
Widowed
People with disabilities
Resources may include:
Project supplies and equipment such as:
blankets, water, water container, food, cooking kits, clothes and plastic sheeting
communications equipment including:
satellite phones, cellular phones, fax machines, hand held radios and high frequency radios
laptop computers with all necessary software
information, manuals, policies and forms needed for administration and operations
Assessments may include:
Early warning indicators for communities
Assessment surveys
Area Development Program (ADP) or Village Damage and Needs assessment forms
Checklist on external stakeholders
Processes may include:
Concept phase
Seed phase
Design
Implementation phase
Exit strategy
External stakeholders may include:
International organisations such as:
World Health Organisation (WHO)
World Food Program (WFP)
United Nations Children's Fund (UNICEF)
United Nations Development Program (UNDP)
United Nations High Commissioner for Refugees (UNHCR)
World Bank
U.S. Agency for International Development (USAID)
Australian Agency for International Development (AusAID)
Canadian International Development Agency (CIDA)
International non-government organisations
National Council of Churches
Government donors
Government ministries (e.g. in health, agriculture and labour)
Project cycle may include:
Assessment
Analysis
Design
Marketing
Monitoring
Reporting
Evaluation
Assets may include:
Vehicles
Office equipment
Office machinery
Office furniture
Communication devices
Key stakeholders may include:
Local government
Other government agencies
Local partners
Donors
International non-government organisations
United Nations agencies
EVIDENCE GUIDE
The evidence guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package.
Critical aspects for assessment and evidence required to demonstrate this unit of competency:
The individual being assessed must provide evidence of specified essential knowledge as well as skills
The application of competency is to be assessed in the workplace or realistically simulated workplace
Assessment is to occur under standard and authorised work practices, safety requirements and environmental constraints
Consistency of performance should be demonstrated over the required range of situations relevant to the workplace
The circumstantial or unsolicited testimony of project participants, governments or other non-government organisations regarding ethical behaviour should be considered as significant evidence in relation to this unit
Assessment must confirm a reasonable inference that competency is able not only to be satisfied under the particular circumstance, but is able to be transferred to other circumstances
Access and equity considerations:
All workers in development and humanitarian assistance should be aware of access, equity and human rights issues in their own area of work
All workers should develop their ability to work in culturally and linguistically diverse (CALD) environments
In particular workers should be aware of cultural, historical and current issues facing the people and culture in which they are working
Assessors and trainers must take into account relevant access and equity issues relating to the culture in which they are working
Context of and specific resources for assessment:
This unit may be assessed independently, however holistic assessment practice with other related units of competency is encouraged
Assessment of essential underpinning knowledge, other than confirmatory questions, will usually be conducted in an off-site context
Resources required for assessment include access to:
workplace location or simulated workplace
specifications and work instructions
policy manuals and procedure manuals (international and local, including humanitarian assistance operations and security manuals)
relevant documents (such as assessment notes response plans and reports) and standards documents
relevant equipment (such as office equipment and communications equipment)
managers, co-workers and local staff
Method of assessment:
Assessment needs to take into consideration the practical difficulties associated with attempting on-the-job assessment in the humanitarian assistance environment
Assessment methods must be by direct observation of tasks and include questioning on underpinning knowledge
Assessment may be applied under project related conditions (real or simulated) and require evidence of process
Assessment should be supported by supplementary evidence from a wide range of sources, preferably including evidence from one or more field situations
The evidence guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package.
Critical aspects for assessment and evidence required to demonstrate this unit of competency:
The individual being assessed must provide evidence of specified essential knowledge as well as skills
The application of competency is to be assessed in the workplace or realistically simulated workplace
Assessment is to occur under standard and authorised work practices, safety requirements and environmental constraints
Consistency of performance should be demonstrated over the required range of situations relevant to the workplace
The circumstantial or unsolicited testimony of project participants, governments or other non-government organisations regarding ethical behaviour should be considered as significant evidence in relation to this unit
Assessment must confirm a reasonable inference that competency is able not only to be satisfied under the particular circumstance, but is able to be transferred to other circumstances
Access and equity considerations:
All workers in development and humanitarian assistance should be aware of access, equity and human rights issues in their own area of work
All workers should develop their ability to work in culturally and linguistically diverse (CALD) environments
In particular workers should be aware of cultural, historical and current issues facing the people and culture in which they are working
Assessors and trainers must take into account relevant access and equity issues relating to the culture in which they are working
Context of and specific resources for assessment:
This unit may be assessed independently, however holistic assessment practice with other related units of competency is encouraged
Assessment of essential underpinning knowledge, other than confirmatory questions, will usually be conducted in an off-site context
Resources required for assessment include access to:
workplace location or simulated workplace
specifications and work instructions
policy manuals and procedure manuals (international and local, including humanitarian assistance operations and security manuals)
relevant documents (such as assessment notes response plans and reports) and standards documents
relevant equipment (such as office equipment and communications equipment)
managers, co-workers and local staff
Method of assessment:
Assessment needs to take into consideration the practical difficulties associated with attempting on-the-job assessment in the humanitarian assistance environment
Assessment methods must be by direct observation of tasks and include questioning on underpinning knowledge
Assessment may be applied under project related conditions (real or simulated) and require evidence of process
Assessment should be supported by supplementary evidence from a wide range of sources, preferably including evidence from one or more field situations
No information
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|---|---|---|---|
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