Unit of competency Outline
Date retreived
23/07/2026 7:04 AM AWST
23/07/2026 7:04 AM 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.
Plan intelligence activities
Plan intelligence activities
Unit of competency
National Code
PUAPOL032B
PUAPOL032B
State Code
D3795
D3795
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
07/07/2014
Field of Education
091105 - Police Studies
Original Release Date
07/07/2014
Nominal Hours
50
Description
This unit covers the competency to establish a framework within which intelligence activities are conducted in accordance with legislation and organisational requirements.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Notes
Elements and Performance Criteria
1. Establish project parameters
- 1.1 Strategic, operational, and tactical projects are identified and prioritised to optimise resources
- 1.2 Clients and stakeholders are identified and communication channels formalised to facilitate immediate and appropriate contact
- 1.3 User expectations are established to formulate project objectives and outcomes
- 1.4 Time frames for intelligence projects are established and agreed to reflect client needs and investigation deadlines
- 1.5 Potential implications and constraints are identified and addressed in the project management plan
- 1.6 Client/stakeholders ownership is established to ensure involvement from the case officer and other users of the intelligence product
- 1.7 Terminology is defined to ensure a common understanding between those involved
- 1.8 The project is compared to other current projects to determine its priority in terms of its scope, importance, and resource requirements
2. Develop a project management plan
- 2.1 The scope of the project is determined, including the linkages between different possible entities, to form the intelligence plan
- 2.2 Models are developed to direct and inform intelligence activities
- 2.3 Aims, objectives and key issues are identified
- 2.4 Strategies to achieve the objectives are specified
- 2.5 Communication channels between the operatives, client, stakeholders and users are formalised to facilitate immediate contact
- 2.6 Risk factors associated with the project are identified and strategies put in place to minimise risk
- 2.7 Information is managed to facilitate its ready accessibility
- 2.8 The project management plan is documented and approved
3. Plan resource allocation
- 3.1 The resources required for the project are estimated as accurately as possible given available information
- 3.2 Negotiations are undertaken with decision-makers who have responsibility for resources to make them available when required
- 3.3 A resource plan seeking commitment to expend resources is clearly and concisely written for decision-makers
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.
The project management plan should include:
the aims and objectives of the project
the possible strategies available to achieve the objectives
identified risk strategies, and costings
It would also include reference to resources: the sources of the resources, their availability, limitations, and contingencies or alternatives
The plan would include reference to strategies put in place to maintain or replace systems
Strategic includes:
environmental scanning and identification of emerging issues and trends
Clients are:
the persons or organisations requesting intelligence projects for whom completed projects are intended. Clients may be internal or external and can range from an individual to a group of people representing various levels of management from an intelligence unit, another section of the agency or multi-agency and multi-organisational group
Users are:
other people or organisations (not being the client) who may legitimately have access to and make use of the completed intelligence project
users may be internal or external
A project can:
have a wide range of classifications ranging from classified through to highly classified
present a range of risks to the agency and/or client should confidentiality be breached
have routine through to unusual and unfamiliar aims and expectations
have simple through to complex parameters
User expectations include:
the outcomes and anticipated levels of achievement of completed intelligence projects
Products can be:
tactical or strategic, and can be formal or informal, written or oral, hard copy or electronic and of varying lengths
Objectives are:
goals or outcomes that are realistic and measurable
Operatives may include:
team members
clients
stakeholders and users
Strategies may include:
identifying time frames
constraints
phases and methodologies for example: interviews, surveys, participant observation, content analysis
Resources may include:
human
equipment/physical
financial information
information technology
intelligence
resources may be internal or external
Limitations may include:
training needs
staff and equipment availability
computer access time
economic and financial considerations
Resource allocation decisions may be affected by:
staffing and equipment levels of the analytical unit
Information sources may include:
internal and external sources
individuals
groups
organisations
Models may include:
management of the collection
collation and evaluation of intelligence information
The project management plan should include:
the aims and objectives of the project
the possible strategies available to achieve the objectives
identified risk strategies, and costings
It would also include reference to resources: the sources of the resources, their availability, limitations, and contingencies or alternatives
The plan would include reference to strategies put in place to maintain or replace systems
Strategic includes:
environmental scanning and identification of emerging issues and trends
Clients are:
the persons or organisations requesting intelligence projects for whom completed projects are intended. Clients may be internal or external and can range from an individual to a group of people representing various levels of management from an intelligence unit, another section of the agency or multi-agency and multi-organisational group
Users are:
other people or organisations (not being the client) who may legitimately have access to and make use of the completed intelligence project
users may be internal or external
A project can:
have a wide range of classifications ranging from classified through to highly classified
present a range of risks to the agency and/or client should confidentiality be breached
have routine through to unusual and unfamiliar aims and expectations
have simple through to complex parameters
User expectations include:
the outcomes and anticipated levels of achievement of completed intelligence projects
Products can be:
tactical or strategic, and can be formal or informal, written or oral, hard copy or electronic and of varying lengths
Objectives are:
goals or outcomes that are realistic and measurable
Operatives may include:
team members
clients
stakeholders and users
Strategies may include:
identifying time frames
constraints
phases and methodologies for example: interviews, surveys, participant observation, content analysis
Resources may include:
human
equipment/physical
financial information
information technology
intelligence
resources may be internal or external
Limitations may include:
training needs
staff and equipment availability
computer access time
economic and financial considerations
Resource allocation decisions may be affected by:
staffing and equipment levels of the analytical unit
Information sources may include:
internal and external sources
individuals
groups
organisations
Models may include:
management of the collection
collation and evaluation of intelligence information
Critical aspects for assessment and evidence required to demonstrate competency in this unit
It is essential for this unit that competence be demonstrated in a plan that reflects strategic objective and resource constraints.
Consistency in performance
Evidence of competency in this unit will need to be gathered over time and from across a range of simulated and/or actual workplace activities.
Context of and specific resources for assessment
Context of assessment
Evidence should be gathered over a period of time in a range of actual or simulated workplace environments.
Specific resources for assessment
No special requirements.
It is essential for this unit that competence be demonstrated in a plan that reflects strategic objective and resource constraints.
Consistency in performance
Evidence of competency in this unit will need to be gathered over time and from across a range of simulated and/or actual workplace activities.
Context of and specific resources for assessment
Context of assessment
Evidence should be gathered over a period of time in a range of actual or simulated workplace environments.
Specific resources for assessment
No special requirements.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C3928 | PUAPOL032A | Plan intelligence activities | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AVO36 | POLCOV003 | Plan for intelligence projects | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J327 | PSP60512 | Advanced Diploma of Government (Management) | Qualification |
| J322 | PSP52612 | Diploma of Government (Road Transport Compliance) | Qualification |