Unit of competency Outline
Date retreived
23/07/2026 4:39 PM AWST
23/07/2026 4:39 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.
Facilitate treatment strategy development and implementation
Facilitate treatment strategy development and implementation
Unit of competency
National Code
PUAEMR013B
PUAEMR013B
State Code
D5545
D5545
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
18/08/2011
Field of Education
080399 - Business And Management, N.e.c.
Original Release Date
18/08/2011
Nominal Hours
80
Description
This unit covers the competency required to facilitate the identification, evaluation and implementation of complex treatment strategies in cooperation with major stakeholders such as governments, agencies, organisations and service providers.
Notes
Elements and Performance Criteria
1. Confirm project context
- 1.1 Project drivers/triggers, risks, risk management context, treatment options and priorities and practical constraints are clarified
- 1.2 Applicable legislative/regulatory and organisational requirements, policies, procedures and relevant emergency management arrangements are identified
- 1.3 Key stakeholders are identified along with their potential interests, sensitivities, roles and responsibilities
- 1.4 Project brief is developed and refined with key stakeholders
2. Establish project process
- 2.1 Working group is established with an appropriate balance of expertise, representation and authority for the project brief
- 2.2 Purpose, scope and desired outcomes outlined in the project brief are confirmed with group members
- 2.3 Project management plan is developed in consultation with the group
- 2.4 Processes for negotiating outcomes and making decisions are developed within existing accountabilities
- 2.5 Consultation strategies are developed for effective stakeholder input, commitment and ongoing ownership of outcomes
- 2.6 Information management, reporting and accountability strategies are developed and agreed
3. Assess and select treatment strategies
- 3.1 Existing risk assessments, current treatment programs and other plans that may impact on the project are identified by group members and analysed for relevance
- 3.2 Items from the risk register are selected for consideration
- 3.3 A wide range of alternatives are considered when canvassing possible treatment strategies
- 3.4 Input from relevant specialists and stakeholders is sought and analysed
- 3.5 Each treatment strategy is assessed for the ability to reduce risk
- 3.6 Preferred treatment strategy is selected and the reasons documented
- 3.7 Broad tactics, roles, tasks, responsibilities, resource implications and timeframe for implementing the selected strategy are documented
- 3.8 Support is developed by validating the strategy with agency/service providers and other stakeholders
4. Plan implementation of agreed strategy
- 4.1 Treatment strategy is broken down into a logical sequence of manageable and time-related activities
- 4.2 Ability and responsibility of agencies and service providers to undertake specific activities is jointly assessed
- 4.3 Accountability for components of the strategy is negotiated and confirmed with the appropriate agency/service provider
- 4.4 Project risks are assessed and contingencies developed for all key components of the strategy
- 4.5 Performance criteria are established for monitoring and reviewing the effectiveness of the treatment strategy
- 4.6 An overall implementation plan that identifies key activities, roles and responsibilities, resource requirements, management arrangements and timetable is developed and validated
- 4.7 Agency implementation strategies are reviewed and refined as necessary
5. Facilitate treatment strategy implementation
- 5.1 Treatment tasks/activities are allocated in accordance with the implementation plan
- 5.2 Effectiveness of treatment activities, adequacy of resources, project progress and expenditure is monitored against plans and recorded
- 5.3 Effective communication between working group members is maintained
- 5.4 Stakeholders are kept fully informed of progress, performance and any proposed variations in strategy or implementation
- 5.5 Agreed variations to the treatment plan are introduced to accommodate changed circumstances or to achieve more effective outcomes
- 5.6 Treatment tasks/activities are completed on time and within budget
6. Establish and maintain productive working relationships
- 6.1 Influence and support for the treatment strategy is built by cultivating relationships with key stakeholders
- 6.2 Clear and accurate information is provided
- 6.3 Differences of opinion and the views of others are respected
- 6.4 Negotiations are kept focussed on key issues and moving forward towards resolution
- 6.5 Conflict is resolved in a timely, constructive manner
- 6.6 Agreements are adhered to and commitments met
7. Review treatment strategy implementation
- 7.1 Effectiveness of the treatment strategy is evaluated using agreed performance criteria
- 7.2 Residual risk is identified and decisions made to accept this risk or re-examine treatment strategies
- 7.3 Planning processes are reviewed to identify opportunities for improvement
- 7.4 Project reporting requirements are completed
- 7.5 Outcomes are disseminated to relevant stakeholders
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. Bold italicised wording in the Performance Criteria is detailed below.
Drivers/triggers may include
Changes in community characteristics
Changes in legislation, policies and disaster/emergency management plans
Changes in insurance policies and premiums
New sources of risk or changed perception of risk
Planning deficiencies
Recent emergency incident reports/debriefs, safety issues
Recent judicial decisions
Strategic and corporate plans
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, safety standards, local government regulations
Limited community knowledge of emergency risk management processes and benefits
Political, social and cultural considerations
Legislative, regulatory and organisational requirements may include
Acts dealing with disasters, emergencies, occupational health and safety and the environment
Land use planning
Local government regulations
Privacy
Regulations for handling and 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, operational manuals
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)
Members of parliament and/or their advisers
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
Consultation 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
Possible treatment strategies may include
All aspects of emergency management practices arising from considering prevention/mitigation, preparedness, response and recovery including:
building codes
community education
community restoration, reconstruction
critical incident stress management, personal support and counselling
emergency management planning
financial support
land use management
legislation and regulation
mutual aid agreements
safety standards
training and exercises
warning systems
Avoidance, transfer and acceptance of risk
Assessment criteria for selecting treatment strategies may include
Administrative efficiency
Compatibility with other treatment options
Continuity of effects
Cost
Creation of new risks
Economic and environmental impacts
Equity
Impact on individual's rights
Jurisdictional authority
Leverage
Political acceptability
Potential to reduce risk
Public and pressure group reaction
Timing
Plans may include
Aims and objectives of treatment strategies
Constraints, contingencies and alternatives
Monitoring and review procedures
Multi agency framework for planning, communication, consultation, decision making, accountability, information management, project management
Reporting requirements
Resources required including their availability
Roles, responsibilities of parties involved
Strategies to achieve objectives (communication, consultation, marketing, training)
Tactics to implement strategies
Treatment activities, key tasks, timeframe
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.
Drivers/triggers may include
Changes in community characteristics
Changes in legislation, policies and disaster/emergency management plans
Changes in insurance policies and premiums
New sources of risk or changed perception of risk
Planning deficiencies
Recent emergency incident reports/debriefs, safety issues
Recent judicial decisions
Strategic and corporate plans
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, safety standards, local government regulations
Limited community knowledge of emergency risk management processes and benefits
Political, social and cultural considerations
Legislative, regulatory and organisational requirements may include
Acts dealing with disasters, emergencies, occupational health and safety and the environment
Land use planning
Local government regulations
Privacy
Regulations for handling and 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, operational manuals
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)
Members of parliament and/or their advisers
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
Consultation 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
Possible treatment strategies may include
All aspects of emergency management practices arising from considering prevention/mitigation, preparedness, response and recovery including:
building codes
community education
community restoration, reconstruction
critical incident stress management, personal support and counselling
emergency management planning
financial support
land use management
legislation and regulation
mutual aid agreements
safety standards
training and exercises
warning systems
Avoidance, transfer and acceptance of risk
Assessment criteria for selecting treatment strategies may include
Administrative efficiency
Compatibility with other treatment options
Continuity of effects
Cost
Creation of new risks
Economic and environmental impacts
Equity
Impact on individual's rights
Jurisdictional authority
Leverage
Political acceptability
Potential to reduce risk
Public and pressure group reaction
Timing
Plans may include
Aims and objectives of treatment strategies
Constraints, contingencies and alternatives
Monitoring and review procedures
Multi agency framework for planning, communication, consultation, decision making, accountability, information management, project management
Reporting requirements
Resources required including their availability
Roles, responsibilities of parties involved
Strategies to achieve objectives (communication, consultation, marketing, training)
Tactics to implement strategies
Treatment activities, key tasks, timeframe
EVIDENCE GUIDE
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Assessment must confirm the ability to:
establish/maintain a network of key contacts
work collaboratively to secure stakeholder input, support and commitment
develop effective processes for cooperative planning and implementation of complex treatment strategies
develop and evaluate strategic options
develop feasible and effective plans, tactics and activities to achieve treatment objectives
coordinate and monitor multi-agency/service provider inputs to implementation of strategies
address the need to vary plans
address residual risk
maintain records of progress, decisions, stakeholder input and audit trail
manage project within resource allocation
establish a project and see it through to produce treatment outcomes that have broad community and stakeholder support
Consistency in performance
Competency should be demonstrated in a range of contexts throughout the life of a significant project, or during components of a number of projects
Context of and specific resources for assessment
Context of assessment
Competency should be assessed facilitating the development and implementation of a treatment strategy plan that involves the cooperation of multi-agencies, organisations and/or service providers in the workplace or in a simulated workplace environment
Specific resources for assessment
Access to complex emergency risk management treatment strategy or strategies
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.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Assessment must confirm the ability to:
establish/maintain a network of key contacts
work collaboratively to secure stakeholder input, support and commitment
develop effective processes for cooperative planning and implementation of complex treatment strategies
develop and evaluate strategic options
develop feasible and effective plans, tactics and activities to achieve treatment objectives
coordinate and monitor multi-agency/service provider inputs to implementation of strategies
address the need to vary plans
address residual risk
maintain records of progress, decisions, stakeholder input and audit trail
manage project within resource allocation
establish a project and see it through to produce treatment outcomes that have broad community and stakeholder support
Consistency in performance
Competency should be demonstrated in a range of contexts throughout the life of a significant project, or during components of a number of projects
Context of and specific resources for assessment
Context of assessment
Competency should be assessed facilitating the development and implementation of a treatment strategy plan that involves the cooperation of multi-agencies, organisations and/or service providers in the workplace or in a simulated workplace environment
Specific resources for assessment
Access to complex emergency risk management treatment strategy or strategies
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.
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| AWW1 | DEF43315 | Certificate IV in Work Health Safety | Qualification |