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 relevant rules and regulations?
Council regulations pertaining to premises and animal welfare

What sources of information are available?
Industry publications authorised and published by controlling bodies of harness or thoroughbred racing, including industry rules and regulations

What are the trainer's responsibilities and obligations?
Trainer is responsible to owner(s) for caring for and training horses entrusted
Trainer has an employer's responsibility to stable staff and obligations to others providing services to the stable, such as veterinarians, farriers, jockeys, harness drivers and suppliers
Trainer is responsible to stewards and other officials under the rules of racing

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 technology can be used in the administration of racing programs?
Computers
Specialised software management programs
Internet and on-line access to race programs

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
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:
Ability to review a race and assess the performance of horses
Effective communication in a range of situations including giving and receiving instructions face to face, over the telephone, via the written word, public speaking and via computer and facsimile
Effective communication skills in dealing with appropriate personnel on race day
Ability to present information at a protest, inquiry or appeal
Ability to delegate responsibility, manage and organize others including paid employees, volunteers, family members and professionals such as farriers and veterinarians called upon to assist in the management and training of standardbreds or thoroughbreds
Problem solving related to the management of a training program and racing program for standardbreds or thoroughbreds such as dealing with contingencies on race day, including dealing with an injured/sick animal
Effective time management including realistic time to task allocation, allowing sufficient time to, for example, complete documentation, arrive at the race meeting, and schedule the transport of the animal to arrive at the race meeting in sufficient time.

Knowledge and Application of:
Rules and regulations for training and racing standardbreds or thoroughbreds
Principles and regulations of animal welfare in relation to the training, racing and transporting of standardbreds or thoroughbreds
Procedures for timely and safe transport of animals
Rules, procedures, and processes of protests, inquiries, and appeals
Rights, responsibilities, rules and procedures related to protests, inquiries and appeals
Race day procedures and obligations of trainers regarding attendance at race meetings
Documentation requirements of the industry in relation to training and racing standardbreds or thoroughbreds
Completing, lodging and storing industry documentation in accordance with rules and regulations

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 of 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.
A variety of horses in various stages of preparation and as found in most commercial establishments will be required.
Some tasks may be completed using a simulated environment.
A qualified Assessor will be required.

Interdependent Assessment of Units

This unit may be assessed in conjunction with the following units:

RGRH425A - Manage maintenance and security of a training establishment
RGRH426A - Manage finances for a horse-training establishment
RGRH427A - Manage staff and/or self for horse trainers

Pre-requisite Assessment of Units

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

RGRH420A - Plan training and racing programs for standardbreds and thoroughbreds
RGRH421A - Manage the education of standardbreds or thoroughbreds
RGRH422A - Train and race standardbreds or thoroughbreds
RGRH423A - Evaluate training and racing programs for standardbreds or thoroughbreds

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 (3)

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. (2)

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)