Unit of competency Outline
Date retreived
22/07/2026 11:59 PM AWST
22/07/2026 11:59 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.
Establish and manage a recovery centre
Establish and manage a recovery centre
Unit of competency
National Code
PUAEMR015A
PUAEMR015A
State Code
D5547
D5547
TGA Status
Replaced
Replaced
DTWD Status
Transition (Replaced)
Transition (Replaced)
State Implementation and Classification
Approved Date
18/08/2011
Field of Education
080313 - Public And Health Care Administration
Original Release Date
18/08/2011
Nominal Hours
40
Description
This unit covers the outcomes required to set up and daily operate a 'one stop shop' or recovery centre; to provide comprehensive recovery services (excluding shelter); and to eventually close the centre. The mix of recovery/outreach services provided may change throughout the life of the centre to reflect a changing emphasis from short term relief to long term recovery.No licencing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Notes
Elements and Performance Criteria
1. Establish the facility
- 1.1 Emergency recovery plans and arrangements, manuals and contact lists are located and implemented.
- 1.2 Facility's useability and convenience are assessed given the likely scale of the emergency and impacts.
- 1.3 Centre's initial resource needs are assessed and suppliers are selected.
- 1.4 Relevant financial regulations, administrative procedures and delegations are clarified and applied.
- 1.5 Utilities and communications are connected and equipment/materials are acquired in accordance with relevant procedures.
- 1.6 Links with existing and emerging stakeholders are established to determine their involvement in the centre.
- 1.8 Regular communication with the recovery committee/recovery manager is established.
- 1.9 Layout of the centre is designed/organised to optimise efficiency, privacy, security and OH&S.
2. Manage human resources sustainably
- 2.1 Capacity/capability of available personnel is assessed and appropriate roles and responsibilities are assigned.
- 2.2 Regular operational briefings are provided to update staff.
- 2.3 A process for the screening, induction and integration of new staff is established.
- 2.4 Strategies to ensure well being of all staff are implemented.
- 2.5 Staffing contingency plans and rosters are adjusted to suit changing needs and circumstances.
3. Manage physical resources
- 3.1 An accurate assets register is established and maintained.
- 3.2 Regular facility maintenance is organised.
- 3.3 Accurate records of consumables and equipment use are maintained.
- 3.4 Expenditure is tracked and administered in accordance with relevant financial regulations and procedures.
- 3.5 Risks are re assessed regularly and contingency plans are developed for expansion and back up resources.
4. Coordinate information flow and recovery services
- 4.1 Stakeholders are identified and a communication and consultation plan is developed, using a range of communication options.
- 4.2 Community is provided with accurate, current and timely service information.
- 4.3 Client satisfaction is monitored to ensure that enquiries are handled sensitively and efficiently.
- 4.4 Accurate client files are maintained using an integrated electronic database.
- 4.5 Key decisions, rationale for decisions and service activity levels are recorded to enable effective reporting and evaluation.
- 4.6 Information is reported to stakeholders in accordance with established organisational procedures.
- 4.7 A strategy for the management of media and VIP visits is developed and implemented
5. Manage facility closure and transition to mainstream services
- 5.1 Transition arrangements are negotiated and publicised to ensure continuity of services.
- 5.2 Public confidence in the capacity of mainstream services to meet ongoing recovery needs is promoted.
- 5.3 Completeness of all files and information records is checked and rectified as necessary.
- 5.4 Arrangements are made for the transport and secure storage of all files and information records.
- 5.5 Statistical and financial summaries of recovery services delivered are prepared.
- 5.6 An audit of equipment and materials is undertaken against the assets register, damage/loss reported and resources released/returned to providers.
- 5.7 Facility is restored before returning it to its owners.
- 5.8 An operational debrief is held with centre personnel to evaluate the effectiveness of the centre's operation and service delivery, and to identify any ongoing service needs.
- 5.9 Arrangements are made to ensure the smooth transition of staff to normal duties.
- 5.10 All audit and reporting requirements are completed to inform future recovery planning and models of service delivery.
The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the Performance Criteria is detailed below.
Recovery plans and arrangements may include:
arrangements specified in legislation or regulation
organisational or jurisdictional emergency recovery policies or procedures, including media protocols
existing recovery plans, agreements or memoranda of understanding
local planning regulations, development controls and environmental plans
Initial resourceneeds may include:
administrative systems
communications
staffing
transport
utilities
Financial regulations, administrative procedures and delegations may include::
Australian/state/territory government financial management acts and procedures
national disaster recovery administration guidelines
organisational governance and/or financial policies and procedures
Stakeholders may include:
staff
client groups
decision makers
members of the public
community groups
industry groups
public and private sector organisations
non-government organisations
elected officials
Layout of the centre may include:
appropriate signage
car parking
childminding
floor plan to optimise access and mobility
heating/cooling
ICT connections
office storage
public noticeboard, staff information board
reception, interview rooms, meeting/staff rooms, quiet rooms for privacy, toilets/showers, kitchen/catering facilities
security
Personnel may include:
architects
engineers
building planners
business recovery advisers
financial advisers
bank officers
insurance assessors
non-government and community service organisation staff
personal support staff such as social workers, public health workers, advocates and mental health professionals, interpreters
recovery program/service managers
Australian/state/ territory/local government administration and technical (it) staff
volunteers
Briefings may include:
overview of the nature and impact of the emergency
overview of recovery purpose and operations
detail of specific activities
identification of persons in charge, organisations and people involved in the operation
methods and timing of communication
staff arrangements (such as shift timings, breaks, meals, additional support)
resources available and not available
emergent issues
protocols and procedures
Strategies to ensure well-being of all staff may include:
avoiding key dependencies
debriefing at the end of shifts
management of ending staff contracts
monitoring staff workloads and performance
organising back up with relevant agencies
organising equitable shift rosters
providing personal support
safety and security briefings
tracking staff visits
Communication options may include:
community meetings
pamphlets/flyers/brochures
print newsletters
noticeboards
word of mouth
posters/billboards
face-to-face
email newsletters
websites
local newspapers
text messaging
social media
radio and television
video communication
blogs
Service information may include:
available services
role
function
grants and application forms, tax forms, insurance forms
handling instructions for offered goods and services
location
nearest transport
opening times
parking
relief/assistance information
Organisational procedures may include:
emergency recovery policies or procedures
governance and/or financial accountability policies and procedures
records management, information management and confidentiality policies and procedures
Files and information records may include:
key communications
key decisions and their rationale
media releases
personal/operational logs
service/activity reports
situation reports
Statistical and financial summaries may include:
client numbers
expenditure
materials used
personnel numbers and hours worked
types of services
Audit and reporting requirements (beyond intra agency needs) may include:
analysis of service statistics
comparison of grant applications against operational logs and grant criteria
coronial inquiries
evaluation and revision of policies and procedures
key decisions and rationale
Recovery plans and arrangements may include:
arrangements specified in legislation or regulation
organisational or jurisdictional emergency recovery policies or procedures, including media protocols
existing recovery plans, agreements or memoranda of understanding
local planning regulations, development controls and environmental plans
Initial resourceneeds may include:
administrative systems
communications
staffing
transport
utilities
Financial regulations, administrative procedures and delegations may include::
Australian/state/territory government financial management acts and procedures
national disaster recovery administration guidelines
organisational governance and/or financial policies and procedures
Stakeholders may include:
staff
client groups
decision makers
members of the public
community groups
industry groups
public and private sector organisations
non-government organisations
elected officials
Layout of the centre may include:
appropriate signage
car parking
childminding
floor plan to optimise access and mobility
heating/cooling
ICT connections
office storage
public noticeboard, staff information board
reception, interview rooms, meeting/staff rooms, quiet rooms for privacy, toilets/showers, kitchen/catering facilities
security
Personnel may include:
architects
engineers
building planners
business recovery advisers
financial advisers
bank officers
insurance assessors
non-government and community service organisation staff
personal support staff such as social workers, public health workers, advocates and mental health professionals, interpreters
recovery program/service managers
Australian/state/ territory/local government administration and technical (it) staff
volunteers
Briefings may include:
overview of the nature and impact of the emergency
overview of recovery purpose and operations
detail of specific activities
identification of persons in charge, organisations and people involved in the operation
methods and timing of communication
staff arrangements (such as shift timings, breaks, meals, additional support)
resources available and not available
emergent issues
protocols and procedures
Strategies to ensure well-being of all staff may include:
avoiding key dependencies
debriefing at the end of shifts
management of ending staff contracts
monitoring staff workloads and performance
organising back up with relevant agencies
organising equitable shift rosters
providing personal support
safety and security briefings
tracking staff visits
Communication options may include:
community meetings
pamphlets/flyers/brochures
print newsletters
noticeboards
word of mouth
posters/billboards
face-to-face
email newsletters
websites
local newspapers
text messaging
social media
radio and television
video communication
blogs
Service information may include:
available services
role
function
grants and application forms, tax forms, insurance forms
handling instructions for offered goods and services
location
nearest transport
opening times
parking
relief/assistance information
Organisational procedures may include:
emergency recovery policies or procedures
governance and/or financial accountability policies and procedures
records management, information management and confidentiality policies and procedures
Files and information records may include:
key communications
key decisions and their rationale
media releases
personal/operational logs
service/activity reports
situation reports
Statistical and financial summaries may include:
client numbers
expenditure
materials used
personnel numbers and hours worked
types of services
Audit and reporting requirements (beyond intra agency needs) may include:
analysis of service statistics
comparison of grant applications against operational logs and grant criteria
coronial inquiries
evaluation and revision of policies and procedures
key decisions and rationale
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Assessment must confirm the ability to:
establish a recovery centre and promote its services
communicate effectively with community members with diverse needs, perspectives and cultural backgrounds
manage daily centre operations efficiently and sustainably
monitor and adjust recovery services to suit changing needs
liaise closely with other emergency managers and service providers
maintain accurate files and records
close the centre and manage the transition to mainstream services
Consistency in performance
Competency should be demonstrated in at least two contexts (either simulated or real-life) such as:
throughout the life of a recovery operation
during components of a number of operations
Context of and specific resources for assessment
Context of assessment
Competency should be assessed establishing and managing a recovery centre in the workplace or in a simulated workplace environment.
Specific resources for assessment
Access is required to the opportunity to establish and manage a recovery centre during an actual or simulated emergency situation.
Guidance information for assessment
This unit contains many transferable skills, such as communication, consultation, research and analysis skills that can be applied in the emergency recovery context. Assessors should use formative assessment strategies in a simulated environment to contextualise underpinning knowledge.
Summative assessment may not be possible in a real-world environment and assessors should confirm that simulated environments are sufficiently complex to be realistic.
Assessment must confirm the ability to:
establish a recovery centre and promote its services
communicate effectively with community members with diverse needs, perspectives and cultural backgrounds
manage daily centre operations efficiently and sustainably
monitor and adjust recovery services to suit changing needs
liaise closely with other emergency managers and service providers
maintain accurate files and records
close the centre and manage the transition to mainstream services
Consistency in performance
Competency should be demonstrated in at least two contexts (either simulated or real-life) such as:
throughout the life of a recovery operation
during components of a number of operations
Context of and specific resources for assessment
Context of assessment
Competency should be assessed establishing and managing a recovery centre in the workplace or in a simulated workplace environment.
Specific resources for assessment
Access is required to the opportunity to establish and manage a recovery centre during an actual or simulated emergency situation.
Guidance information for assessment
This unit contains many transferable skills, such as communication, consultation, research and analysis skills that can be applied in the emergency recovery context. Assessors should use formative assessment strategies in a simulated environment to contextualise underpinning knowledge.
Summative assessment may not be possible in a real-world environment and assessors should confirm that simulated environments are sufficiently complex to be realistic.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| OAZ21 | PUAEMR015 | Establish and manage a recovery centre | Unit of competency |
