Elements and Performance Criteria

The Range Statement explains how this competency standard can be used by a licensed trainer to manage a racing program for individual horses so as to enable each horse to be entered in races conducted by the racing authorities, and be represented in events arising from competitive racing, such as protests, appeals, and inquiries.
The Range Statement covers the general principles applying to both thoroughbred and harness codes, refers where necessary, to differences between codes, and details the knowledge and skill requirements specific to each code.

What are the relevant rules and regulations?
Local government regulations pertaining to premises and animal welfare and planning and control regulations
Australian Trainers Association Terms and Conditions of Training (Thoroughbred only)
Licensing of employees
Licensing pertaining to syndicates
Contractual arrangements

Who does the trainer mainly relate to?
Owners, other trainers, stewards, racecourse officials, general public, veterinarians, stable staff, farriers, suppliers, breeders, livestock agents, press and media, horse transporters, jockeys (thoroughbreds), harness drivers (standardbreds)

What regulatory documentation does the trainer manage?
Trainer's licence, employee registration card/licence, entry and acceptance forms, transfers and leases, letter of authority to be in charge of horses at a race meeting, document of description of animal

What stable records should be kept?
Vaccination records, financial records, health and injury records, feed/watering records, records of nominations, racing history of individuals, treatment forms, medication records, day books, veterinary treatment records, employee attendance and pay books, order books and invoices.

What regulatory documentation does the trainer manage?
Establishment of an appropriate documents management system
Registration papers
Licensing documents
Stable returns
Taxation records
Employee records

What are appropriate stable records?
Establishment of an appropriate documents management system
Financial documents
Employee documents
Training and racing records and documents for individual horses

What human resource functions are managed?
Employment policy
Staff selection and dismissal
Staff induction
Staff training
Grievance procedures for OH&S, conflict resolution procedures,
Sexual harassment laws, EEO
Industrial awards and conditions of employment, workplace contracts
Superannuation
Workcover

What methods of marketing and promotion are used?
Advertising in industry publications
Personal contact with owners and potential owners
Media
Word of mouth

What are the duties of a trainer at a race meeting?
Organising
Organising staff and others to care for individual animals on race day
Supervising employees on race day
Communicating with
Promoting training establishment with owners and potential owners
Making acceptance and other speeches

What are the main duties of a trainer at a race meeting?
Organising animal and personal transport, liaison with owner(s) pre and post race, declaration of attendance, presentation of horses for racing, pre and post race care of animals, determining that race gear is correct and safe, attending protests, inquiries, and presentations.
Organising gear such as: travelling boots, bandages, needle and thread, bits, bridles, halters, racing colours, towels, pacifiers, blinkers, breast plates, tapes, girth, surcingle, girth covers, tongue ties, shadow rolls, rugs.

What is expected of a trainer at an inquiry, protest, or appeal?
Relaying clear, accurate information, relating evidence with reference to the relevant rules and regulations
Knowing the rules, rights, procedures and responsibilities of a trainer during the different procedures of protests, inquiries and appeals
Answering questions clearly when giving evidence, requesting clarification if unsure
Representing the interests of the stable/owner/horse

Critical Aspects of Evidence

Evidence to demonstrate consistent achievement of this unit's outcomes includes:


Demonstration of:
Understanding of the rules and regulations relating to training and racing standardbreds or thoroughbreds for others
Understanding of the rules, regulations and procedures for licensing staff and others to be employed in a training establishment
Developing, implementing and communicating employment policies, procedures and grievance procedures in keeping with legislative requirements
Ability to complete, lodge and systematically file industry documentation in a manner that allows for ready access to information
Effective communication skills in dealing with owners and the public on race day
Ability to organise the timely and safe transport of animals
Ability to present information at a protest, inquiry or appeal
Human resource management skills
Ability to delegate responsibility, manage and organise others including paid employees, volunteers, family members and professionals such as farriers and veterinarians called upon to assist in the management and training of a standardbred or thoroughbred
Problem solving related to the management of staff associated with a business of training and racing standardbreds or thoroughbreds
Effective time management including realistic time to task allocation, for self and employees
Negotiation skills

Knowledge and Application of:
Race day procedures and obligations of trainers regarding attendance at race meetings by self and or employees
Appropriate selection and staff management skills
Legislative requirements of employing staff

Context of Assessment
Assessment of the competencies in this unit can best be done in the environment of a professional racing stable. Documentation must relate to horses that are presently in training and are housed in registered training facilities. Documentation must relate to a number and variety of racing animals.
Performance of race day duties (element 4) can be assessed by observation and questioning at a race meeting.
Assessment of competencies involved in protests appeals and inquiries (elements 5 and 6) can be done be simulation and/or role-playing.

Method of Assessment

Assessment may include:

Observation of work practices at various times during the working day and on different occasions
Questioning of underpinning knowledge
Practical tests and exercises
Simulation and role-playing

Resource Implications
Access to a commercial training establishment and the full range of equipment normally associated with same.
Some tasks may be completed using a simulated environment.
A qualified Assessor will be required.

Pre-requisite Assessment of Units

This unit should be assessed after competency has been established in the following units:

RGRH424A - Manage and perform administrative activities associated with racing horses
RGRH425A - Manage the maintenance of plant, equipment, and property
RGRH426A - Manage finances for a horse-training establishment
RGRH427A - Manage staff and/or self for horse trainers

Processes to be applied to this competency standard
There are a number of processes that are learnt throughout life that are required in all jobs. They are fundamental processes and generally transferable to other work functions. Some of these are covered by the key competencies. The questions below highlight how these processes are applied in this competency standard. The numbers in brackets indicate the level to which the competency needs to be demonstrated.

0 Not required
1 Perform the process
2 Perform and administer the process
3 Perform administer and design the process
Communicating ideas and information
By conveying information to staff on matters occurring in the workplace such as condition and behaviour of animals, condition of gear, hazards and problems, and arrangements for travel. By conversing with racecourse staff and officials to give and receive instructions and obtain and impart information on race days. By participating in public speaking and media interviews and via computer and facsimile. By presenting information at a protest, inquiry or appeal. (3)

Collecting analysing and organising information
By reference to official publications, racing calendars, Rulebooks, and media articles. By organising and attending stable team meetings and attending industry meetings and Trainer's Association meetings. (3)

Planning and organising activities
Racing programs are planned, daily work routine is organised, staff are briefed, progress of work is checked, transport to race meetings is organised in advance, equipment and gear is checked and organised, horses identified and prepared for transport. Documentation is organised. Owners alerted to dates and times of race meetings. (3)

Working with others and in teams
By liaison with staff to delegate responsibility, manage and organize others, and plan and distribute work. By liaison with owners to plan racing programs for horses. By liaison with professionals such as farriers and veterinarians called upon to assist in the management and training of standardbreds or thoroughbreds (2)

Using mathematical ideas and techniques
By calculating time for tasks, by measuring quantities, by estimating and adjusting orders of supplies and equipment. (2)

Solving problems
By observing and reporting unusual behaviour or conditions in animals, by detecting potential hazards in the workplace, by analysing work practices and suggesting improvements. By addressing problems related to the management of a training program and racing program for standardbreds or thoroughbreds such as dealing with contingencies on race day, such as an injured/sick animal, transport delays, or staff shortages. (3)

Using technology
Through use of mobile phones and facsimile to communicate with officials and owners, and use of computers for communication, internet access to race programming and entries, general information and email. (2)