Unit of competency Outline
Date retreived
22/07/2026 10:11 PM AWST
22/07/2026 10:11 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.
Undertake emergency planning
Undertake emergency planning
Unit of competency
National Code
PUAEMR010B
PUAEMR010B
State Code
D5559
D5559
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
21/07/2014
Field of Education
080399 - Business And Management, N.e.c.
Original Release Date
21/07/2014
Nominal Hours
50
Description
This unit covers the competency required to collaboratively develop new/revised emergency plans by organisations such as: local government, emergency service or government agencies and departments; event organisers; managers of utilities, critical infrastructure or high occupancy buildings; and service providers.The unit recognises that emergency planning requires processes and outcomes to be regularly checked, tested, revised and updated as conditions change. Planning is also seen as an important way of building the resilience of organisations and communities through their active involvement in the process.
Notes
Elements and Performance Criteria
1. Establish the planning context and framework
- 1.1 A planning committee is established with an appropriate balance of expertise, representation and authority to achieve desired outcomes
- 1.2 Authority to plan is confirmed by reference to legislation, government direction, community or other managerial agreement
- 1.3 Planning environment is clarified by analysing drivers
- 1.4 Legislative, regulatory and organisational requirements, policy, procedures, existing arrangements and plans that may impact on the planning framework are identified and analysed
- 1.5 Key stakeholders, are identified along with their potential interests, sensitivities, roles and responsibilities
- 1.6 Planning aims and objectives are developed and refined with management and other key stakeholders
2. Develop agreed planning processes and methodology
- 2.1 Practical constraints are considered when developing a feasible project scope
- 2.2 Frameworks for project planning, management and evaluation are jointly developed
- 2.3 Processes for negotiating outcomes and making decisions are developed within existing accountabilities
- 2.4 Consultation and community education strategies are developed
- 2.5 Information management, reporting and accountability strategies are developed and agreed
- 2.6 Project is broken down into a logical sequence of manageable and time related activities and the required resources identified
- 2.7 Ability of committee members and their organisations to undertake specific planning activities is jointly assessed
- 2.8 Sources of expertise are identified to contribute specialised information and analysis as required
- 2.9 Accountability for specific tasks or planning components is negotiated with the appropriate individual, organisation or service provider
3. Undertake research and analysis
- 3.1 Project scope is regularly reviewed in response to new information or changes in resources and planning environment
- 3.2 Appropriate research tools and consultation strategies are chosen
- 3.3 A comprehensive body of community information, risks and safety expectations is built/updated using credible sources
- 3.4 Effectiveness of current prevention/mitigation, response and recovery strategies is assessed
- 3.5 Vulnerability of communities and environments is determined by analysing their susceptibility and resilience to risk
- 3.6 Need for new/updated response, evacuation and recovery plans is confirmed for risks that have the potential to become an emergency event
4. Develop/refineplanning outcomes
- 4.1 Emergency management arrangements related to the effective control of operations and coordination of resources are reviewed or developed
- 4.2 Potential gaps or duplication in roles and responsibilities of all organisations are identified
- 4.3 Broad categories and types of resources and services that are likely to be required are identified
- 4.4 Financial and contractual arrangements for accessing or acquiring resources and services are developed
- 4.5 Arrangements for the command, control and coordination of the response to an emergency incident are addressed in the plan
- 4.6 Round trip nature of the evacuation process and the stages of evacuation are addressed in the plan
- 4.7 Arrangements for the restoration of the community structure and facilities and provision of support to affected people are addressed in the plan
- 4.8 Potentially critical resource/service shortfalls and communication deficiencies between organisations are identified
- 4.9 Contingencies to address potential problems are developed with relevant organisations and service providers
- 4.10 Implications of new/revised plans for business planning, review of legislation/policy/procedures and provision of training and community education programs are assessed
5. Document the planning outcomes
- 5.1 Draft plan is jointly developed
- 5.2 Draft plan's structure enables all users to quickly access essential information and any amendments
- 5.3 Draft plan's purpose, control/coordination arrangements and any functional/threat specific sub plans are specified in sufficient detail
- 5.4 Language used is clear, concise and appropriate for the community
- 5.5 Plans and sub plans are consistent
- 5.6 Planning records, supporting documentation and contact information are maintained by the organisation responsible for version control
6. Validate and implement planning outcomes
- 6.1 Feedback on the draft plan is obtained from stakeholders
- 6.2 Crucial arrangements and systems are tested for robustness and flexibility in response to likely scenarios
- 6.3 Outcomes of testing plan components or sub plans by lead/supporting organisations are used to refine the draft plan
- 6.4 Compatibility, links and interactions between the draft plan, sub plans and other community safety strategies are tested
- 6.5 Revisions are signed off by lead/supporting organisations prior to seeking formal plan endorsement by the relevant authority
- 6.6 Endorsed plan is published and distributed to all relevant parties
- 6.7 Support for the plan is established by promoting its specific benefits to stakeholders
7. Monitor and review the planning process and outcomes
- 7.1 A maintenance and audit schedule is established in accordance with relevant legislation, policy or procedures
- 7.2 Plans or components are exercised according to priorities identified in risk assessment
- 7.3 Deficiencies in operational systems and procedures identified during audit, activation or exercising of the plan are analysed and reported to the relevant party
- 7.4 Significant changes in risk, vulnerability or available resources are recognised and accommodated
- 7.5 Contact information for key personnel is regularly updated
- 7.6 Plan amendments are negotiated, documented and authorised in accordance with version control procedures
- 7.7 Opportunities for improving emergency planning processes are reported
- 7.8 Audit and reporting requirements are completed
Communities are groups with shared associations and may include
Geographic groups of people such as:
neighbourhoods
states/territories, cities, towns, suburbs
local government areas, regions, states/territories and the nation
Groups of people exposed to a particular hazard
Groups such as government organisations, non-government organisations, members of parliament
Providers of goods, services and information (lifelines)
transport, utilities, communications
health, safety, comfort
Shared-experience groups of people such as:
particular-interest groups, professional groups
age, ethnic groups, language groups
tourists
Workers in industry sectors such as:
agriculture
manufacturing (eg. food processing)
commercial
mining
emergency services
Drivers may include
Changes in community characteristics
Changes in insurance policies and premiums
Changes in legislation, policies and disaster/emergency management plans
New sources of risk or changed perception of risk
Strategic and corporate plans
Planning deficiencies
Recent emergency incident reports/debriefs, safety issues
Recent judicial decisions
Legislative, regulatory and organisational requirements may include
Acts dealing with disasters, emergencies, occupational health and safety and the environment
Building codes
Land use planning
Local government regulations
Planning requirements for public health, building, fire prevention
Privacy
Regulations for handling/transport of dangerous goods
Safety standards
Policies and procedures may include
Agreements between agencies and/or organisations
Emergency management arrangements specified in legislation or policies
Existing disaster or emergency management plans
Standard operating procedures (SOPs)
Stakeholders may include
Emergency services (eg. fire, police, SES, ambulance, recovery agencies)
Event organisers (eg. concerts, car rallies, sport)
Hospital/medical personnel and care givers
Interest, community, professional and industry groups
Local business people
Local government (eg. elected representatives, shire engineers, community development officers)
Managers of critical infrastructure (eg. telecommunications, mining, petrochemical and gas)
Managers of high occupancy facilities (eg. shopping centres, high rise apartment/office blocks)
Providers of utilities (power, water, radio/TV)
School staff
State/territory/commonwealth agencies (eg. public works, human services, health, transport, natural resources, primary industry, environmental protection, emergency management)
Tourist operators
Venue operators
Practical constraints may include
Arrangements, roles and responsibilities set down in existing emergency management plans
Availability of technical expertise, technology, equipment
Budgets, time, availability and capability of people
Land use planning
Legislation covering emergency management, environmental management
Limited community knowledge of emergency risk management processes and benefits
Local government regulations
Political, social and cultural considerations
Safety standards
Consultation and community education strategies may include
Advertising in local media
Broadcast facsimile and email messages, web sites
Contacting individual organisations, professional bodies, unions and recreational/sport associations
Distributing pamphlets
Focus groups, workshops, surveys
Initiating media interviews
Letters and articles written for specific audiences
Meetings with groups, key individuals and leaders of minority/ethnic/cultural groups
Presentations to a variety of community groups; speaking at community functions
Preparing media releases
Research tools may include
Affinity analysis
Brainstorming, visioning
Cause and effect analysis, force field analysis
Emergency risk management tools
Rank-It, SWOT analysis
Community information may include
Characteristics of natural, local and built environments
Demographics (population distribution, social, cultural, health status and education data)
Details of key infrastructure and emergency/support services
Economic activity reports (employment, products, services, revenue)
Government reports (eg. environmental impacts)
Sources of community information may include
Community information booklets
Credible individuals, group and community leaders
Documented outcomes of emergency risk management processes conducted by communities, organisations and companies
Family and historical records
Libraries, research reports, Australian Bureau of Statistics data
Media, council and emergency service personnel and records
Special needs groups, significant cultural organisations
Sources of risk may include
Commercial activity and legal relationships
Economic
Human behaviour and individual activities
Industrial activities
Management activities and controls
Natural events
Political circumstances
Technology/technical issues
Terrorism
Planning for response may include
Collecting, processing and disseminating information
Communications systems
Coordinating and deploying resources
Liaison between organisations, agencies
Management structure
Negotiating outside assistance and providing assistance to other areas
Operation of the emergency operations centre
Preparation and activation of warnings, distribution of public information
Roles of support organisations
Planning for the evacuation may include identification of
Enabling legislation and/or regulations
Evacuation routes
Health and safety needs of mass gatherings
Management structure
Organisations responsible for arranging and coordinating transport
Organisations responsible for conducting and assisting with the evacuation
Organisations responsible for operating evacuation centres
Preparation and activation of warnings, distribution of public information, media management
Registration teams
Sites suitable as assembly areas
Sites suitable as evacuation centres
Strategies for communicating with diverse ethnic, cultural and language groups
Strategies for gaining community cooperation
Planning for recovery may include
Assisting with business continuity
Counselling emotionally-affected people
Establishing and managing emergency financial relief schemes
Managing environmental rehabilitation programs
Managing overwhelming demand
Management structure
Providing immediate emergency accommodation
Providing personal support
Roles and responsibilities of agencies and organisations
Repairing or replacing damaged public utilities, services and assets
Surveying and assessing damage to public and private property
Planning outcomes may include
Emergency or disaster plans at national, state/territory, district/regional and local levels
Support or functional plans developed at state/territory, district/regional and local levels for services such as:
communications
engineering
evacuation
health
recovery/welfare
transport
Threat specific plans developed at state/territory, district/regional and local levels to deal with threats from hazards such as:
cyclone
emergency animal disease
flood, water, public health
fire
hazardous materials
marine pollution
terrorism
Stages of evacuation include
Warning
Withdrawal
Shelter
Reunion
Return
Geographic groups of people such as:
neighbourhoods
states/territories, cities, towns, suburbs
local government areas, regions, states/territories and the nation
Groups of people exposed to a particular hazard
Groups such as government organisations, non-government organisations, members of parliament
Providers of goods, services and information (lifelines)
transport, utilities, communications
health, safety, comfort
Shared-experience groups of people such as:
particular-interest groups, professional groups
age, ethnic groups, language groups
tourists
Workers in industry sectors such as:
agriculture
manufacturing (eg. food processing)
commercial
mining
emergency services
Drivers may include
Changes in community characteristics
Changes in insurance policies and premiums
Changes in legislation, policies and disaster/emergency management plans
New sources of risk or changed perception of risk
Strategic and corporate plans
Planning deficiencies
Recent emergency incident reports/debriefs, safety issues
Recent judicial decisions
Legislative, regulatory and organisational requirements may include
Acts dealing with disasters, emergencies, occupational health and safety and the environment
Building codes
Land use planning
Local government regulations
Planning requirements for public health, building, fire prevention
Privacy
Regulations for handling/transport of dangerous goods
Safety standards
Policies and procedures may include
Agreements between agencies and/or organisations
Emergency management arrangements specified in legislation or policies
Existing disaster or emergency management plans
Standard operating procedures (SOPs)
Stakeholders may include
Emergency services (eg. fire, police, SES, ambulance, recovery agencies)
Event organisers (eg. concerts, car rallies, sport)
Hospital/medical personnel and care givers
Interest, community, professional and industry groups
Local business people
Local government (eg. elected representatives, shire engineers, community development officers)
Managers of critical infrastructure (eg. telecommunications, mining, petrochemical and gas)
Managers of high occupancy facilities (eg. shopping centres, high rise apartment/office blocks)
Providers of utilities (power, water, radio/TV)
School staff
State/territory/commonwealth agencies (eg. public works, human services, health, transport, natural resources, primary industry, environmental protection, emergency management)
Tourist operators
Venue operators
Practical constraints may include
Arrangements, roles and responsibilities set down in existing emergency management plans
Availability of technical expertise, technology, equipment
Budgets, time, availability and capability of people
Land use planning
Legislation covering emergency management, environmental management
Limited community knowledge of emergency risk management processes and benefits
Local government regulations
Political, social and cultural considerations
Safety standards
Consultation and community education strategies may include
Advertising in local media
Broadcast facsimile and email messages, web sites
Contacting individual organisations, professional bodies, unions and recreational/sport associations
Distributing pamphlets
Focus groups, workshops, surveys
Initiating media interviews
Letters and articles written for specific audiences
Meetings with groups, key individuals and leaders of minority/ethnic/cultural groups
Presentations to a variety of community groups; speaking at community functions
Preparing media releases
Research tools may include
Affinity analysis
Brainstorming, visioning
Cause and effect analysis, force field analysis
Emergency risk management tools
Rank-It, SWOT analysis
Community information may include
Characteristics of natural, local and built environments
Demographics (population distribution, social, cultural, health status and education data)
Details of key infrastructure and emergency/support services
Economic activity reports (employment, products, services, revenue)
Government reports (eg. environmental impacts)
Sources of community information may include
Community information booklets
Credible individuals, group and community leaders
Documented outcomes of emergency risk management processes conducted by communities, organisations and companies
Family and historical records
Libraries, research reports, Australian Bureau of Statistics data
Media, council and emergency service personnel and records
Special needs groups, significant cultural organisations
Sources of risk may include
Commercial activity and legal relationships
Economic
Human behaviour and individual activities
Industrial activities
Management activities and controls
Natural events
Political circumstances
Technology/technical issues
Terrorism
Planning for response may include
Collecting, processing and disseminating information
Communications systems
Coordinating and deploying resources
Liaison between organisations, agencies
Management structure
Negotiating outside assistance and providing assistance to other areas
Operation of the emergency operations centre
Preparation and activation of warnings, distribution of public information
Roles of support organisations
Planning for the evacuation may include identification of
Enabling legislation and/or regulations
Evacuation routes
Health and safety needs of mass gatherings
Management structure
Organisations responsible for arranging and coordinating transport
Organisations responsible for conducting and assisting with the evacuation
Organisations responsible for operating evacuation centres
Preparation and activation of warnings, distribution of public information, media management
Registration teams
Sites suitable as assembly areas
Sites suitable as evacuation centres
Strategies for communicating with diverse ethnic, cultural and language groups
Strategies for gaining community cooperation
Planning for recovery may include
Assisting with business continuity
Counselling emotionally-affected people
Establishing and managing emergency financial relief schemes
Managing environmental rehabilitation programs
Managing overwhelming demand
Management structure
Providing immediate emergency accommodation
Providing personal support
Roles and responsibilities of agencies and organisations
Repairing or replacing damaged public utilities, services and assets
Surveying and assessing damage to public and private property
Planning outcomes may include
Emergency or disaster plans at national, state/territory, district/regional and local levels
Support or functional plans developed at state/territory, district/regional and local levels for services such as:
communications
engineering
evacuation
health
recovery/welfare
transport
Threat specific plans developed at state/territory, district/regional and local levels to deal with threats from hazards such as:
cyclone
emergency animal disease
flood, water, public health
fire
hazardous materials
marine pollution
terrorism
Stages of evacuation include
Warning
Withdrawal
Shelter
Reunion
Return
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Assessment must confirm the ability to:
explain the planning process and promote its benefits to a wide range of audiences
develop an appropriate and sustainable emergency planning process in cooperation with the committee and own organisation/constituency
work with committee members and own organisation/constituency to develop plans that are readily understandable by users and able to be implemented effectively
work cooperatively with others to develop emergency plans that have own organisation/constituency approval and broad community and stakeholder support
promote ownership from stakeholders for the planning process used and the planning outcomes
evaluate planning process and outcomes with organisation/constituency
maintain momentum and achieve allocated planning tasks within available resources
Consistency in performance
Competency should be demonstrated in a range of contexts throughout the life of an emergency planning project, or during components of a number of projects
Context of and specific resources for assessment
Context of assessment
Competency should be assessed making significant contributions to an emergency planning process either as an individual or as the representative of a stakeholder, organisation or constituency in the workplace or in a simulated workplace environment
Specific resources for assessment
Access to a community and the opportunity to participate in an actual, or simulated, emergency planning process
Guidance information for assessment
Information that will assist or guide assessment will be written during Phase II of the Review of the PUA00 Public Safety Training Package.
Assessment must confirm the ability to:
explain the planning process and promote its benefits to a wide range of audiences
develop an appropriate and sustainable emergency planning process in cooperation with the committee and own organisation/constituency
work with committee members and own organisation/constituency to develop plans that are readily understandable by users and able to be implemented effectively
work cooperatively with others to develop emergency plans that have own organisation/constituency approval and broad community and stakeholder support
promote ownership from stakeholders for the planning process used and the planning outcomes
evaluate planning process and outcomes with organisation/constituency
maintain momentum and achieve allocated planning tasks within available resources
Consistency in performance
Competency should be demonstrated in a range of contexts throughout the life of an emergency planning project, or during components of a number of projects
Context of and specific resources for assessment
Context of assessment
Competency should be assessed making significant contributions to an emergency planning process either as an individual or as the representative of a stakeholder, organisation or constituency in the workplace or in a simulated workplace environment
Specific resources for assessment
Access to a community and the opportunity to participate in an actual, or simulated, emergency planning process
Guidance information for assessment
Information that will assist or guide assessment will be written during Phase II of the Review of the PUA00 Public Safety Training Package.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WE468 | PUAEMR028 | Develop emergency management plans | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J045 | CHC52312 | Diploma of Community Services (Development and or Humanitarian Assistance) | Qualification |