- PUAEMR010B - Undertake emergency planning
Assessor Resource
PUAEMR010B
Undertake emergency planning
Assessment tool
Version 1.0
Issue Date: May 2024
The application of this unit in the workplace - the environments, complexities and situations involved - will be written during Phase II of the Review of the PUA00 Public Safety Training Package.
This text will be useful for the purposes of job descriptions, recruitment advice or job analysis; where possible, it will not be too job specific to allow other industries to import it into other Training Packages, where feasible.
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.
You may want to include more information here about the target group and the purpose of the assessments (eg formative, summative, recognition)
Prerequisites
Prerequisite Unit/s
Nil
Employability Skills
This unit contains employability skills.
Evidence Required
List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.
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. |
Submission Requirements
List each assessment task's title, type (eg project, observation/demonstration, essay, assingnment, checklist) and due date here
Assessment task 1: [title] Due date:
(add new lines for each of the assessment tasks)
Assessment Tasks
Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.
This describes the essential skills and knowledge and their level, required for this unit. |
Required Skills |
consider wide range of alternatives before making logical decisions define and solve problems demonstrate attention to detail demonstrate effective interpersonal interactions encourage the participation of other committee members gain cooperation of stakeholders listen actively locate and interpret community information manage components of projects negotiate collective outcomes provide credible, reliable and timely information and well reasoned advice and opinions recognise the relevance and significance of information for the planning process resolve conflicts constructively with a minimum of fuss summarise and explain key information clearly think creatively ('big picture', 'outside the box') value diversity of views and perceptions of risks work cooperatively work within organisational boundaries and cultures write clearly, concisely using accurate terminology |
Required Knowledge |
Australian Standard AS/NZS 4360 culture, diversity and history of communities, environments and associated concerns, issues and sensitivities, perception of risks decision making techniques emergency risk management terminology, concepts and principles group dynamics, strategies for team building and resolving conflict meeting procedures planning process and the kinds of outcomes and benefits for communities relevant legislative and regulatory requirements research tools and demographic and economic analysis techniques, emergency risk management tools |
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. | |
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 |
Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.
Observation Checklist
| Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice | Yes | No | Comments/feedback |
|---|---|---|---|
| A planning committee is established with an appropriate balance of expertise, representation and authority to achieve desired outcomes | |||
| Authority to plan is confirmed by reference to legislation, government direction, community or other managerial agreement | |||
| Planning environment is clarified by analysing drivers | |||
| Legislative, regulatory and organisational requirements, policy, procedures, existing arrangements and plans that may impact on the planning framework are identified and analysed | |||
| Key stakeholders, are identified along with their potential interests, sensitivities, roles and responsibilities | |||
| Planning aims and objectives are developed and refined with management and other key stakeholders | |||
| Practical constraints are considered when developing a feasible project scope | |||
| Frameworks for project planning, management and evaluation are jointly developed | |||
| Processes for negotiating outcomes and making decisions are developed within existing accountabilities | |||
| Consultation and community education strategies are developed | |||
| Information management, reporting and accountability strategies are developed and agreed | |||
| Project is broken down into a logical sequence of manageable and time related activities and the required resources identified | |||
| Ability of committee members and their organisations to undertake specific planning activities is jointly assessed | |||
| Sources of expertise are identified to contribute specialised information and analysis as required | |||
| Accountability for specific tasks or planning components is negotiated with the appropriate individual, organisation or service provider | |||
| Project scope is regularly reviewed in response to new information or changes in resources and planning environment | |||
| Appropriate research tools and consultation strategies are chosen | |||
| A comprehensive body of community information, risks and safety expectations is built/updated using credible sources | |||
| Effectiveness of current prevention/mitigation, response and recovery strategies is assessed | |||
| Vulnerability of communities and environments is determined by analysing their susceptibility and resilience to risk | |||
| Need for new/updated response, evacuation and recovery plans is confirmed for risks that have the potential to become an emergency event | |||
| Emergency management arrangements related to the effective control of operations and coordination of resources are reviewed or developed | |||
| Potential gaps or duplication in roles and responsibilities of all organisations are identified | |||
| Broad categories and types of resources and services that are likely to be required are identified | |||
| Financial and contractual arrangements for accessing or acquiring resources and services are developed | |||
| Arrangements for the command, control and coordination of the response to an emergency incident are addressed in the plan | |||
| Round trip nature of the evacuation process and the stages of evacuation are addressed in the plan | |||
| Arrangements for the restoration of the community structure and facilities and provision of support to affected people are addressed in the plan | |||
| Potentially critical resource/service shortfalls and communication deficiencies between organisations are identified | |||
| Contingencies to address potential problems are developed with relevant organisations and service providers | |||
| Implications of new/revised plans for business planning, review of legislation/policy/procedures and provision of training and community education programs are assessed | |||
| Draft plan is jointly developed | |||
| Draft plan's structure enables all users to quickly access essential information and any amendments | |||
| Draft plan's purpose, control/coordination arrangements and any functional/threat specific sub plans are specified in sufficient detail | |||
| Language used is clear, concise and appropriate for the community | |||
| Plans and sub plans are consistent | |||
| Planning records, supporting documentation and contact information are maintained by the organisation responsible for version control | |||
| Feedback on the draft plan is obtained from stakeholders | |||
| Crucial arrangements and systems are tested for robustness and flexibility in response to likely scenarios | |||
| Outcomes of testing plan components or sub plans by lead/supporting organisations are used to refine the draft plan | |||
| Compatibility, links and interactions between the draft plan, sub plans and other community safety strategies are tested | |||
| Revisions are signed off by lead/supporting organisations prior to seeking formal plan endorsement by the relevant authority | |||
| Endorsed plan is published and distributed to all relevant parties | |||
| Support for the plan is established by promoting its specific benefits to stakeholders | |||
| A maintenance and audit schedule is established in accordance with relevant legislation, policy or procedures | |||
| Plans or components are exercised according to priorities identified in risk assessment | |||
| Deficiencies in operational systems and procedures identified during audit, activation or exercising of the plan are analysed and reported to the relevant party | |||
| Significant changes in risk, vulnerability or available resources are recognised and accommodated | |||
| Contact information for key personnel is regularly updated | |||
| Plan amendments are negotiated, documented and authorised in accordance with version control procedures | |||
| Opportunities for improving emergency planning processes are reported | |||
| Audit and reporting requirements are completed |
Forms
Assessment Cover Sheet
PUAEMR010B - Undertake emergency planning
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Assessment Record Sheet
PUAEMR010B - Undertake emergency planning
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