HLT40312 Certificate IV in Massage Therapy Practice

1. HLT40312 Certificate IV in Massage Therapy Practice E-LEARNING MATERIAL & ASSESSMENTS HLTREM401D Work within a massage framework HLTIN301C Comply with infection control policies and procedures HLTWHS300A Contribute to WHS processes HLTCOM405D Administer a practice DEMONSTRATION UNIT DELIVERY STYLE - complete unit contains 113 pages Book two:

2. Assessment guidelines FORMATIVE TASKS. Formatives are activities located throughout the learning material which you need to complete and submit to your trainer for comments. They allow you to continually demonstrate your ability to perform the required skills and knowledge for these unit. SUMMATIVE ASSESSMENTS. The summative assessment uses the performance criteria, range statement, critical evidence and employability skills as the checklist for demonstration of the required skills and knowledge. Your trainer will deem you either competent or not yet competent based on your performance in the summative assessments. • SUMMATIVE ASSESSMENT A. KNOWLEDGE QUESTIONS • You are required to learn the information in this learning material covering the units of; • Work within a massage framework. • Comply with infection control policies and procedures. • Contribute to WHS processes. • Administer a practice. • At each formative checkpoint your trainer will provide you with a series of knowledge questions covering the information in this learning material. You are to answer these questions within an allocated time frame. You will be assessed on demonstration of your knowledge on this subject matter. • SUMMATIVE ASSESSMENT B. DEVELOP OPERATIONAL PROCEDURES FOR A MASSAGE THERAPY PRACTICE. DOCUMENT ASSESSMENT • You are to demonstrate your knowledge and technical skills by developing procedures for the operations of a massage therapy practice. Your procedures are to include daily administration, marketing strategies, financial documentation and human resources for payroll and employee records. You are to address the issues of work health and safety for staff and clients, infection control, waste minimisation and daily cleaning and maintenance tasks. You are to develop procedures for delivering massage treatments using professional standards, treatment timeframes, fee structure, routine duties and stock control. All procedures must comply with statutory and regulatory requirements. Submit your typed document to your trainer for assessment. Book two

3. HLTREM401D Work within a massage framework This unit of competency describes the skills and knowledge required to work effectively within a massage framework. This unit contains employability skills. Application of the unit. This unit may apply to work in massage in a range of settings and contexts. Performance criteria covered within this training programme 1.1,1.2,1.3,1.4,2.1,2.2,2.3,3.1,3.2,3.3,3.4,4.1,4.2,4.3,4.4,5.1,5.2,5.3 Book two

4. HLTREM401D Work within a massage framework Elements and performance criteria standards Each element stipulates the skills and knowledge you will achieve when you correctly complete each of the evaluative statements listed in the performance criteria. Throughout this learning material you will be participating in performing the criteria tasks to achieve the required skills and knowledge in order to be deemed competent in this unit. Book two

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6. HLTWHS300A Contribute to WHS processes This unit specifies the workplace performance required by a worker to contribute to work health and safety (WHS) processes where there is responsibility for own work outputs and possibly limited responsibility for the work output of others. This unit contains employability skills. Application of the unit. Application of this unit should be contextualised to reflect any specific workplace risks, hazards and associated safety practices Performance criteria covered within this training programme 1.1,1.2,1.3,1.4,1.5,1.6,1.7,2.1,2.2,2.3,2.4,3.1,3.2,3.3,3.4,4.1,4.2,4.3,4.4,5.1,5.2,5.3 Book two

7. HLTWHS300A Contribute to WHS processes Elements and performance criteria standards Each element stipulates the skills and knowledge you will achieve when you correctly complete each of the evaluative statements listed in the performance criteria. Throughout this learning material you will be participating in performing the criteria tasks to achieve the required skills and knowledge in order to be deemed competent in this unit. Book two

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10. HLTIN301C Comply with infection control policies and procedures This unit of competency describes the skills and knowledge required for workers to comply with infection control policies and procedures. All procedures must be carried out in accordance with current infection control guidelines, Australian and New Zealand Standards for maintaining infection control and the policies and procedures of the organisation. This unit acknowledges the importance of complying with an effective infection control strategy that ensures the safety of the client (or end-user of health-related products/services), maintains personal protection and prevents the transmission of infections from person to person. All tasks must be carried out in accordance with State or Territory legislative requirements that affect work practices of the organisation and/or worker. This unit contains employability skills. Application of the unit. This unit is applicable to workers who are responsible for following workplace procedures to maintain infection control. Application of this unit should be contextualised to reflect any specific workplace infection risks, hazards and associated infection control practices. Performance criteria covered within this training programme 1.1,1.2,1.3,2.1,2.2,2.3,2.4,2.5,2.6,2.7,3.1,3.2,3.3,3.4,4.1,4.2,5.1,5.2,5.3,6.1,6.2,6.3,6.4,6.5,7.1,7.2,7.3,7.4,7.5,7.6,7.7 Book two

11. HLTIN301C Comply with infection control policies and procedures Elements and performance criteria standards Each element stipulates the skills and knowledge you will achieve when you correctly complete each of the evaluative statements listed in the performance criteria. Throughout this learning material you will be participating in performing the criteria tasks to achieve the required skills and knowledge in order to be deemed competent in this unit. Book two

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14. HLTCOM405D Administer a practice This unit of competency describes the skills and knowledge required to provide administration for a clinical health practice according to the size and scale of the business. This unit contains employability skills. Application of the unit. This unit applies to work in a range of health settings where health services are provided with direct client contact involved. Application of this unit should be contextualised to reflect any specific workplace requirements, issues and practices. Performance criteria covered within this training programme 1.1,1.2,1.3,1.4,2.1,2.2,2.3,3.1,3.2,3.3,3.4,3.5,4.1,4.2,4.3 Book two

15. HLTCOM405D Administer a practice Elements and performance criteria standards Each element stipulates the skills and knowledge you will achieve when you correctly complete each of the evaluative statements listed in the performance criteria. Throughout this learning material you will be participating in performing the criteria tasks to achieve the required skills and knowledge in order to be deemed competent in this unit. Book two

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17. Definition of massage and the massage system of treatment Massage therapy involves the manipulation of soft body tissues with pressure, tension, motion or vibration. In addition to various parts of the body, massage can be performed with the aid of mechanical aids, oils and lotions. Massage involves acting on the client's body with pressure, tension, motion or vibration done manually or with mechanical aids. The tissues targeted may include muscles, tendons, ligaments, skin, joints or other connective tissue, as well as lymphatic vessels and organs. Massage can be applied with the hands, fingers, elbows, forearm and feet. During a massage, the therapist applies massage oil to the body and uses kneading and circular movements in combination with long, smooth strokes. Massage principles and philosophy. Massage has a somatospsychic effect. Somatopsychic is the interrelationship of body and mind. Psychosomatic refers to the mind's effect on the body. Massage therapy helps restore healthy structure and function, allowing better circulation, greater ease of movement, wider range of movement, more flexibility and the release of chronic patterns of tension. Massage effects; Circulation of Blood - improved blood circulation is beneficial for relieving tension in the muscles and other soft tissues. Movement of Lymphatic Fluid -  improved circulation of lymphatic fluid for ridding the body of wastes, toxins and pathogens. The lymph system also benefits from massage, particularly in conditions where lymphatic flow is impaired by injury or surgery. Release of Toxins – improving the movement of toxins through the body’s normal pathways of release and elimination. Release of Tension - allowing greater relaxation having important physiological and psychological benefits. The result is a reduction of stress. Book two

18. Brief history of massage Massage is probably the oldest and simplest form of health care. It is depicted in Egyptian tomb paintings and mentioned in ancient Chinese, Japanese and Indian texts. It is thought to have originated in the East as a method for unblocking the chi, the vital energy flowing through our bodies, that tends to get trapped due to emotional and physical upset. The word "massage“ in French means "friction,” from Arabic massa means "to touch, feel or handle“ and from Latin massa meaning "mass, dough". Massage or manual bodywork comes under the category of complimentary or allied health in Australia. India - according to Hindu Tantra the Kundalini or life force originates at the base of the spine and is part of the interaction of cosmic forces of female and male energy. Greece - ancient Greek physicians commonly prescribed massage as a remedy in conjunction with poultices, tonics, fresh air and a corrective diet. Hippocrates recognised the benefits of massage for treating a wide range of ailments. His belief was that disease was caused naturally and so should be treated naturally. Rome - the Romans were known to rub sore and tired muscles with warm oil after bathing and before enjoying a full body massage to stimulate the nervous system and ease the action of their joints. China - the Chinese are thought to have initiated the first formal examinations in massage. Medical students were examined in acupuncture, massage and treatment of disease. Swedish Massage was originally developed in the late 18th century by a Swedish fencing master as the first systematic system of therapeutic massage in the west. This massage shortens recovery time from muscular strain by flushing the tissue of lactic acid, uric acid and other metabolic wastes. It improves circulation and stretches the ligaments and tendons, keeping them supple and young. It also stimulates the skin and nervous system reducing stress, both emotional and physical. It also has specific clinical uses in medical or remedial therapy. Book two

19. Massage philosophy • Effects of massage on body systems. • Physical – directly affects parts of the body being treated such as the skin and sensory nerve endings. • Physiological – directly effects the body’s own response such as warming the tissues which dilates capillaries and increases blood flow. • Psychological – creates a feeling of relaxation. • Cells - massage improves circulation, increases the supply of essential nutrients to the cells and prevents the build-up of waste material. • Skeletal system – massage increases the flow of nutrients to the bones and reduces muscular tension that can cause structural problems. • Muscular tissue – massage increases the flow of blood to the muscle tissue and can relieve muscle tension. • Circulatory system – massage improves blood circulation and relieves congestion by increasing oxygen and nutrient supply to the cells. • Nervous system – massage can be used with aromatic plant oils to relax the nerves. • Respiratory system – massage can improve breathing patterns by relaxing the body. • Digestive system – massage can push out waste products for those who suffer from constipation. • Urinary system – massage can assist with the elimination of built up fluids, seen as swelling in the body. • Skin – massage increases secretions from the sebaceous and sudoriferous glands. It also aids with the shedding of skin cells and improves the colour of the skin. Book two

20. Major methods of treatment used in massage Swedish - This type of massage is beneficial to promote the feeling of well-being and also helps to reduce emotional and physical stress. Aromatherapy massage – concentrates on relaxing strokes, but of prime importance is the selection of essential oils used during the massage chosen for their therapeutic effect. Neuromuscular massage - forms the basis of aromatherapy massage. It is also referred to as "Trigger point" therapy and the overall effect of this massage is to restore the balance of the autonomic nervous system. Lymphatic massage - helps to improve the flow of lymph and some techniques are incorporated in aromatherapy massage. Lymph drainage massage is particularly useful in detoxifying the body and to boost the immune system. Acupressure massage and Shiatsu - focuses on the meridians (channels) of the body and to relieve "blockages" through pressure on certain points of the body. Reflexology - used on feet hands and ears which are massaged and focus is placed on certain points known to have corresponding body parts or organs. The massage must be conducted in a way that is fitting and professional. Any method of massage treatment should be preceded by a medical history consultation with the client. This assists the therapist in planning the treatment. It highlights any crucial conditions that may need special attention during massage treatment or to refer to other specialists if necessary. The massage therapist’s main role is assessment and treatment. There are some conditions that cannot be improved with massage. It is important to explain the limitations of massage during client consultation. Book two

21. Massage assessment practice principles • Always perform assessments in conjunction with appropriate and ongoing assessments. • A definitive assessment may not always be possible due to the variety of musculoskeletal problems that may be present. Refer clients to other health care practitioners if in doubt. • Assessment should be conducted in a logical sequence commencing with client medical history. Assessment findings allow the massage therapist to plan treatments with clients, monitor responses to treatments, adjust treatments and review plans for treatment as required. • Method of assessments. • Seek confirmation of client medical history. • Identify client musculoskeletal conditions. • Identify possible psychosocial factors that may appear as symptoms. • Assess client’s functional limitations. • Determine treatments and management of treatments. • Discuss treatment opportunities with client. • Monitor client’s responses allowing for adjustments. • Record treatment results. • Assess effectiveness of treatments. Book two

22. Definition of pain • Pain is conveyed to the brain by sensory neurons. Pain is a sensation of physical discomfort. The perception of pain is the discomfort caused with a measure of its intensity. The various conscious and unconscious responses to both sensation and perception, including the emotional response, define the overall concept of pain. Pain can occur from a variety of situations. Injury is a major cause, but pain may also arise from an illness. It may accompany a psychological condition, such as depression, or may even occur in the absence of a recognisable trigger. • Acute pain often results from tissue damage, such as a skin burn or broken bone. Acute pain can also be associated with headaches or muscle cramps. This type of pain usually goes away as the injury heals or the cause of the pain is removed. Pain-sensing neurons are called nociceptors. A stimulus of the nociceptor unleashes a cascade of neurotransmitters (chemicals that transmit information within the nervous system) in the spine. • General pain. • Nerve cells, or neurons, perform many functions in the body. Certain types of neurons are capable of transmitting a pain signal to the brain. Pain-sensing neurons are called nociceptors, with almost every surface and organ of the body being wired with them. The central part of these cells is located in the spine. They send threadlike projections to every part of the body. Nociceptors are classified according to the stimulus that prompts them to transmit a pain signal. • Thermoreceptivenociceptorsare stimulated by temperatures that are potentially tissue damaging. • Mechanoreceptivenociceptorsrespond to a pressure stimulus that may cause injury. • Polymodalnociceptorsare the most sensitive and can respond to temperature and pressure. They also respond to chemicals released by the cells in the area from which the pain originates. Book two

23. Client history questions • Occupation – current or past. • Sports or hobbies – current or past. • Referred to by; • Client past illness or disease. Recent hospitalisation or major injury. • Family history of major illness or disease. • Pregnant or recent births. • Current social habits – smoke, excessive drinking or use of recreational drugs. • Current medication being taken. • Known allergies. Book two

24. Purpose of assessment questions • Questions a massage therapist needs to ask should be designed to distinguish the levels of pain, whether it be pain of a local origin or pain referred from another part of the body. • Nature of pain. • Local pain. • - usually sharp shooting pain. • - usually at a specific area. • Referred pain. • - dull ache. • - general area. • Burning pain. • - usually from trauma to sympathetic and somatic sensory nerves. • Questions to ask client. • Location of pain. • Is the pain from a physical injury? • Type of pain. • Intenseness of pain on a scale of 0 to 10 with 0 being no pain and 10 being extreme pain. • The onset of pain. What the client was doing when the pain started? Were they active, inactive or stressed? Does the client believe that activity prompted the pain and whether the onset was sudden, gradual or part of an ongoing chronic problem? • The duration of pain? Is the pain frequent, intermittent, constant or episodic? • What aggravates the pain and what relieves the pain? FORMATIVE TASK 1. CONDUCT CLIENT CONSULTATIONS – VIDEO RECORD YOUR PRACTICE SESSIONS Using the client interview document that you created in Book 1, you are to conduct three client consultation sessions. You will be demonstrating your skills and knowledge required for conducting comprehensive client consultations. Submit your videos to your trainer for comment. Book two

25. Professional complementary health care Chiropractic treatments - analysis of the skeletal structure and muscles for joint dysfunction and use pressure and client’s body position to make joint adjustments. Acupuncture - involves the stimulation of points on the body using a needles to penetrate the skin that are then manipulated manually or by electrical stimulation. Herbal remedies and homeopathy - uses the medicinal properties of plants, fungi and herbs to create medicines for treating ailments. Naturopathy - uses a wide variety of therapies, including hydrotherapy, heat, massage and herbal medicine to treat and stimulate the person's own body to heal itself. Osteopathy - places emphasis on the musculoskeletal system with the name osteo referring to bone and path refers to disease. Physiotherapy treatments - assists the rehabilitation process by developing and restoring body systems, in particular the neuromuscular, musculoskeletal, cardiovascular and respiratory systems. They devise treatment programmes, comprising manual therapy, movement, therapeutic exercise. Myotherapy - application of pressure at trigger points. The relief of tension in the muscle followed by stretching promotes healing. Book two

26. Informed consent • This is providing clients with information that they need in order to make a decision as to whether they will have the massage treatment. You need to explain; • The massage procedure to the client. • Length of time the treatment will take. • Proposed benefits of the treatment. • Common side affects or risks. • Cost of treatment. • Allow time for the client to ask questions. • Valid consent. • Client’s consent to a massage treatment must take place prior to the commencement of treatment. There are four elements to the consent. • It must be given freely and voluntarily. • Client must understand the treatment process that the therapist will be undertaking. • Client is legally capable of giving the consent. • The consent may be implied, given verbally or in a written form. • Minors under the age of 16 must have parental or guardianship consent prior to the massage. Book two

27. Client privacy and personal security rights must be protected Massage should be conducted in a secure and private area where the client has the ability to undress and dress in private. The therapist must ask the client to lie on the table and cover themselves with the appropriate towel or cover prior to the therapist entering the room. The therapist must have advised the client on what clothing should be left on. During the massage, towels or coverings should be used to cover any part of the body not directly receiving treatment. Health guidelines for personal care & body art industries. These guidelines help businesses comply with the Public Health and Wellbeing Regulations 2009 by providing information on infection control. The guidelines are designed around a risk management approach. Industry-specific requirements - Physical therapies (massage, solaria, saunas, flotation tanks, spas and pools, gymnasium equipment and alternative therapies) It is important that clients are aware of the workplace policies and procedures for safety whilst they are within the premises. The code of conduct directs the behaviour of both the client and staff in a mutually dignified and respectful manner. It is valuable because it communicates to the spa client that they are important and empowers staff to evoke the highest level of service. It provides clear and compassionate communication. Communicate code of conduct to clients through– notices in dressing rooms, on spa brochures and through instructions from the therapist. Communicate code of conduct to staff through - notices in staff room, orientation and training sessions and policy and procedure manuals. Book two

28. FORMATIVE CHECKPOINT • Before you can proceed with any further learning or tasks you need to submit • formative task 1 to your trainer. • Your trainer will contact you to discuss your submission. They will provide; • Comments that will allow you to improve your submission. • Questions to gain a better understanding of your knowledge of the subject. • General guidance so that you can improve your skills and knowledge. • Encouragement to expand your thinking towards better solutions. • You are to make the necessary changes as instructed by your trainer and submit the documents for re-evaluation by your trainer. ASSESSMENT A. KNOWLEDGE QUESTIONS 1. Book two

29. Legislation requirements • Relevant federal, state and local health and hygiene legislation and regulations. • Efficient use of energy, water and other resources to reduce negative environmental impacts. • Relevant organisations within the massage industry there is Australian Association of Massage Therapist (AAMT), Association of Massage Therapies (AMT), Massage Association of Australian (MAA) and the Australian Natural Therapist Association (ANTA). These associations are for those who perform therapeutic massage and administers body treatments for relaxation, health, fitness and remedial purposes.Keep up to date with health issues by contacting the industry associations and health funds. The website PrivateHealth.gov.au provides information on private health insurance and a list of Australian Health Funds. The website for the Department of Health provides health information for massage clients. • Massage Code of Ethics. • The code of ethics listed below has been developed as a statement about appropriate and expected standards of professional conduct of AAMT (Australian Association of Massage Therapist) members and as such reflects the values of the Association. This Code describes the professional conduct expected of members to preserve and enhance their professional reputation as well as the general reputation of the massage industry in Australia. • Adherence to this Code involves a commitment to 5 principles. • The primary factor in all treatment decisions is the client/patient’s well-being. • Maintain Client/Patient/Therapist confidentiality. • Treat the client/patient according to competent application of accepted techniques and principles. • Maintain a commitment to the development of the industry/ profession. • Maintain a supportive professional attitude to our colleagues and the industry. Book two

30. Management operational functions • They may include; • Hours of opening – trading hours – weekly time schedule – holidays taken into consideration. • Out of hours – book keeping, purchase of stock etc. • Equipment and products required. These include stock control of products for retail sales, product used in your services and equipment needed to carry out your services. • Occupational Health and Safety procedures including security of premises. • Staff wages, incentives and entitlements. • Management or owners role. Book two

31. Oganisational and operational activities within a massage clinic • A massage clinic is like any small business and needs to follow the principles of small business management. • These include; • Marketing activities with clients and associated industries. • Delivery standards of services. • Record keeping of client services and stock control. • OH&S policies including emergencies and security. • Financial requirements. • Human relations standards. • Establishing an administrative system for the clinic. • An administrative system involves; • Planning the direction of the clinic. These are the goals and objectives of the business. • Organising the activities within the clinic and the responsibilities of those activities. This is called operations. It also includes staff. Who will work within the clinic, what tasks they will perform and what timeframe will they work? • Marketing and promotions for the business. • Directing the operations of the business is a management role. This means controlling the overall running and financial aspects of the clinic. • The daily activities conducted within the clinic may include; • Making client appointments. • Conducting client treatments. • Recording and storing client treatment results. • Marketing activities and associating with organisations and other practitioners. • Clinic cleaning and maintenance. • Organising clinic supplies. • Financial transactions including point of sale transactions and record keeping. FORMATIVE TASK 2. CREATE A RECORD OF THE DAILY ACTIVITIES THAT OCCURED OVER A ONE WEEK PERIOD OF WORK WITHIN YOUR CLINIC. DOCUMENT Submit your record to your trainer for comments. Book two

32. Marketing • Market research is a large part of the business plan. This process may involve the following; • Observing and discussing client requirements. • Recording and reviewing client requests, enquiries and client personal cards. • Reviewing frequency of purchases of services and products. • Talking to colleagues and sales representatives. • Reading industry magazines and other publications. • Sourcing suppliers of products for the industry. • Collecting market research data from independent sources. • Marketing plan - definition of the marketing plan. • The marketing plan is a written document detailing marketing and financial objectives for each product and service and recommending programs and strategies for achieving these objectives. • The marketing plan sets out programs and their costs and timing to guide the marketing activities of your business. Market planning reflects short-term goals and the actual, specific details of the plan – that is the actual budgets and marketing tactics that will be employed. Marketing funds should be allocated to business promotions, consumer promotions or general advertising. • Marketing concept. • A marketing concept is the overall plan that the business will implement to attract customers. The customer is the main focus. What does the customer want? What does the customer need? • Customer service. • Your customer service policy needs to be included as part of your marketing plan. Makes sure it is relevant to your business goals and objectives. Book two

33. Profit margins Understanding the basic concepts of costing and pricing is important in running a business. You need to know the optimum price you can charge for the products or service to cover business overheads and make a profit without pricing yourself out of the market. You need to consider what customers will pay and what your profit margin will be. Your profit margin. There are three different profit margin calculations you need to consider: direct costs margin, break-even pricing and profit pricing. 1. Direct costs margin. This is the amount that remains after paying the costs directly associated with the product or service being sold. Obviously you would want to at least cover your direct costs to continue selling the product or service. 2. Break-even pricing. The break-even analysis sets your overhead costs against how many production hours you will need to cover them. This then determines how much you will need to charge for your product or service in order to cover those overheads. The break-even analysis provides a strong indication of whether your business will make a profit or not. 3. Profit pricing. This is the price at which you’ll finally make a profit. If you can sell your products and services at this price, and still be competitive, you’ve got a business. If you can’t, you can lower your direct costs, fixed costs or desired profit, or sell something else that offers better margins. Book two

34. Target profit margins • This is the amount of profit you want to earn above the hourly expenses and the seat time costs. • It is generally considered that a business should follow these principles; • Product cost should be no more than 15% of sales forecast. • Wages and fixed costs together should be no more than 50% of sales forecast. • The balance should cover variable costs and profits to be made. • In economics, fixed costs are business expenses that are not dependent on the activities of the business. They tend to be time-related, such as salaries or rents being paid per month. In management accounting, fixed costs are defined as expenses that do not change in proportion to the activity of a business. For example, paying rent and utility bills irrespective of the number of sales made. • Variable costs are volume-related and are affected by sales and purchases the business makes. Total costs for running the business is the fixed costs plus variable costs added together. • Time and cost. • The costs of services charged to clients differs. The price charged to deliver the treatment depends on the operators skills, the facilities and equipment available and the client’s requirements. • Clients will ask; • How long will it take? • How much will it cost? • Workplace policies for processing payments • To process payments for a customer you need to know the cost of the service they had, plus any products purchased and how the customers wants to pay the amount owed. You must be accurate when determining the cost to save embarrassing situations. Book two

35. Human resource planning • Human resource planning is about; • Trying to get a lot of different people to work successfully towards shared outcomes. • Harnessing all the resources of a business or team in order to attain shared goals. • Monitoring progress towards these goals. • Managing variations from the goals and the plans to ensure that each goal is achieved. • Developing a staffing policy. • Every business should have a staffing policy. This document should detail how the business will attract and retain staff. It should include; • Employee award details. • Staffing roster and absenteeism policy. • Performance appraisal goals and rewards policy. • Strategies for training and personal development for employees. • Strategies for resolving interpersonal employee conflict and industrial disputes. • Strategies for administering staff discipline and dismissal procedures.   • Employment award. • Most businesses are covered by a modern award. Modern awards commenced on 1 January 2010 and are industry or occupation-based employment standards that operate in conjunction with the Fair Work Act 2009. They were created to establish one set of minimum conditions for employers and employees across Australia who work in the same industries and occupations. The award does not need to list individual businesses. • There is also a Miscellaneous Award 2010 which covers employees who are not covered by another modern award and who perform work of a similar nature to that which has historically been regulated by awards. It is likely that new and innovative jobs which are developed over time will not fall neatly into existing industry awards, so it is possible that the Miscellaneous Award will cover some of those employees. Book two

36. Employment categories • An employee usually; • Receives payment as wages or salary. • Have their tax taken out by their employer. • Is based at the business, work from their home or are mobile; for example a sales representative. • Can be full-time, part-time, apprentice, trainees or causal. • Permanent employment can be full time or part time. • A full-time worker can work a standard day (9am to 5pm - 8am to 4pm). • A part-time employee works regular set hours but less than a full-time week (Monday to Friday 9am to 1pm) or parts of weeks (Monday to Wednesday) or even parts of a month. • Full time and part time employees are entitled to annual leave, personal leave (sick leave and carer’s leave) and are entitled to be given notice if their employment is terminated. • Casual. • Casual employees can be used for short irregular periods of work but can also work in long term arrangements. • Can be asked to work at short notice and have no guarantee of regular set hours. • Some awards require casuals to be paid for a minimum of three or four hours work depending on the award. • Often casuals work irregular hours and don’t receive annual leave, personal leave or notice of termination. Instead, casual employees are usually paid an extra loading, at least 20% or more depending on the award. This is on top of the base rate of pay to compensate them for not receiving entitlements. • Can be terminated with an hours notice unless they are covered by an agreement that specifies otherwise. • Casual employment offers a flexible arrangement for the employer and employee. Book two

37. Fair Work Act 2009 • The Fair Work Act 2009 commenced on 1 July 2009. New agreements under the Act are now called enterprise agreements and are simply an agreement between one or more national system employers and their employees. Fair Work Australia will use the Better Off Overall Test (BOOT) to assess new enterprise agreements. • The major new features of enterprise agreements are that they must have; • - A nominal expiry date of not more than four years after the day on which FWA approves the agreement of a dispute settlement procedure. • - A flexibility term so the employee and management can agree to vary the agreement to meet mutual needs. A consultation term requires the employer to consult with their employees about any major workplace changes that are likely to have a significant effect on them. • If an enterprise agreement does not contain a flexibility or consultation term, the generic model clause prescribed by the Fair Work Regulations will be 'deemed' to be included in that agreement and therefore must be followed. • Common law employment contracts, letters of offer or engagement. • Common law contracts are individual employment agreements between employees and employers, with legal obligations for both sides. A contract consists of mutual promises made by two or more people, enforceable by law. In a work context, the most obvious form these mutual promises take is the employee's promise to work in return for an employer's promise to pay wages. Unlike awards and other formal workplace agreements, a common law contract may be in writing, oral, or partly writing and oral. Common law employment contracts, as a minimum, must meet or exceed each condition in an applicable award or agreement. The National Employment Standards (NES) also override any less favourable terms in a common law contract. Common law contracts can be a short letter of offer or letter of engagement. These summarise the new employee's pay and conditions, which they sign before they start work. • Fair Work Australia sets minimum wages and conditions Modern awards list the minimum rates for award-covered employees. Book two

38. Equal Opportunity Under the Equal Opportunity Act 2010, employers have a positive duty to take reasonable and proportionate measures to eliminate discrimination, sexual harassment and victimisation. A business needs to establish a policy and procedures for complying with the Equal Opportunity Act. There are also benefits to having a workplace free from discrimination, bullying, sexual harassment and victimisation. Workers are more likely to have better morale and be more productive if they feel safe and supported. Staff turnover and recruitment costs are reduced, as are staff complaints, disruptions and legal disputes. This may include discrimination by; •Age. •Breastfeeding. •Carer status. •Disability. •Employment activity. •Gender identity. •Industrial activity. •Lawful sexual activity. •Marital status. •Parental status. •Physical features. •Political belief or activity. •Pregnancy. •Race -including colour, nationality, ethnicity and ethnic origin. •Religious belief or activity. •Sex and sexual orientation. •Personal association with someone who has, or is assumed to have, any of these personal characteristics.  The Act covers discrimination in employment, education, accommodation, clubs, sport, goods and services, land sales and transfers, local government as well as sexual harassment. Book two

39. General record keeping • The Fair Work Act 2009 requires employers to keep and maintain records of the dates and hours their employees work and how much they're paid. It also requires you to give employees regular payslips with these details, as a hard copy or in electronic form. • Good record keeping provides useful information to forecast future costs. Other records you're obliged to keep for your employees include; • Start and end date of employment or contract end date. • The agreement that covers their employment e.g. award, workplace agreement, contract. • Start and finish times of overtime hours worked for employees entitled to overtime penalty rates or loadings leave accruals e.g. annual leave and personal leave. • Superannuation fund and contribution details. • Superannuation. • The superannuation guarantee legislation requires employers to provide superannuation contributions for their employees as a percentage of their base earnings. Employees can choose their own superannuation fund or retirement savings account. • The payment is 9% for an employee who is paid at least $450 gross per month, paid into a superannuation fund or retirement savings account at least every quarter. Records must be kept of all contributions made. A record of when and how you reported superannuation contributions to the employees must be kept. You must also report in writing to your employees the details of the contributions you've made to their superannuation funds at least once every quarter. • Under the Federal Superannuation Guarantee Act 1993, you don't pay superannuation to an employee if they are • paid a salary or wage of less than $450 in a month, or under 18 years of age and work less than 30 hours a week, or • aged 70 or over. Book two

40. Fringe benefits tax (FBT) This is a tax paid on certain benefits employers provide to their employees or their employees' associates in place of, or in addition to, salary or wages. FBT is separate from income tax and is based on the taxable value of the fringe benefit. A benefit could be the use of something, e.g. the use of a car or discounted goods. Payroll tax. Each state within Australia has its own tax collection agency. The State Revenue Office (SRO) collects and administers payroll tax. Employers must register for and pay payroll tax if their total Australian wages exceed the states general exemption level. Book two

41. Stock control systems A stock control system begins with a list of all the stock, those for use in salon services as well as retail stock sold to clients. Separate the two so as not to be confusing. Stock management should be a regular task when operating a salon. Creating a basic manual stock system for clinic use products. This system should include the different product types, product sizes and colours. It should include a column noting the minimum numbers of stock required and another noting the maximum numbers for the clinic to hold. Minimum numbers prevent running out of stock while the maximum numbers prevent excessive holding of stock. Too much stock is a drain on the cash flow of any small business. This list should have a blank column for counting the stock. The stock system must have the date and time when the count was conducted. The person who conducts the count should sign as well as a supervisor. A basic manual stock system for retail stock. This should include the different product types, product sizes and colours. It should contain minimum and maximum stock amounts plus an actual stock count column. Include a column for the price charged for the retail products. When a current list is compared with a previous list, it is easy to see what stock has been sold. This stock take requires signatures of the person conducting the count as well as the supervisor. If the business uses computerised stock control, it is linked in with the cash register. This system gives a print out report on the stock on hand without the necessity of physical stock counts. This stock control allows you to see what is happening on a daily basis however a physical count may need to take place to see if the stock levels are the same as those on the printouts. Book two

42. FORMATIVE CHECKPOINT • Before you can proceed with any further learning or tasks you need to submit • formative tasks 2 and 3 to your trainer. • Your trainer will contact you to discuss your submission. They will provide; • Comments that will allow you to improve your submission. • Questions to gain a better understanding of your knowledge of the subject. • General guidance so that you can improve your skills and knowledge. • Encouragement to expand your thinking towards better solutions. • You are to make the necessary changes as instructed by your trainer and submit the documents for re-evaluation by your trainer. ASSESSMENT A. KNOWLEDGE QUESTIONS 2. Book two

43. Role of OH&S Code of Practice • Provides practical guidance. • Should be followed, unless there is a better solution which achieves the same or better results. • Is able to be used in support of the Act’s preventative enforcement provisions. • Can be used to support prosecution. • It is the employer’s responsibility (as far as possible) to provide and maintain; • The health and safety of themselves, their employees and members of the public. • Safe work systems and equipment. • First aid facilities and ensure at least one practitioner has a current first aid certificate. • Equipment and substances safe handling, storage and transportation. • Adequate space for conducting work activities. • Information, training and supervision for employees. • Protective clothing and equipment. • An acceptable temperature in the workplace. • Adequate ventilation in the workplace. • Adequate washing and toilet facilities. • Walkways that are free of obstructions. • In the induction phase of staff employment, employees should be given training in OH&S issues. • For an employee to work safely, employers are required to provide; • Information on any known hazards found to be in the workplace and business policies for carrying out safe work procedures. • Instruction and training in safe work procedures. • Supervision in making sure their employees are not exposed to hazards. • Regular checks to ensure health and safety instructions are followed. • Adequate rest between client treatments to reduce levels of stress and fatigue to ensure ability to work safely and sustainably. Book two

44. Health and safety policies and procedures • These may cover; • Procedures for hazard assessment, selection and implementation of risk control measures. • Procedures for hazard identification, incident and accident investigation. • OH&S audits and safety inspections. • Consultative arrangements for employees in work areas. • Training staff in prevention methods for reducing the risk of personal injuries to themselves during the activities conducted within the clinic. • Hazard reporting procedures. • Use and care of personal protective equipment. • Emergency and evacuation procedures. • Purchasing policy and procedures. • Equipment maintenance and use. • Hazardous substances use and storage. • Dangerous goods transport and storage. • OH&S arrangements for on-site contractors, visitors and members of the public. • First aid provisions and medical practitioner contact and attention. • Waste management procedures. • Health and safety rules. • These focus on the behaviour required of an employee. • Provide good housekeeping and good judgement. • Refrain from poor work practices such as hurrying, taking shortcuts and misuse • of equipment. • Using protective equipment correctly. • No smoking, drinking or drugs on the job and no fooling around. • Reporting accidents which includes near misses. Occupational health and safety. The purpose of Occupational Health and Safety (OHS) is to identify and manage workplace hazards to prevent disease, injury or death. A business in a workplace, is legally obligated to insure any employees and follow work safety laws. WorkSafe in your state provides advice and training on health and safety. Book two

45. Risk management • Responsibilities of clinic management. • Provide written policies for the safe handling and disposal of sharps. • Ensure staff have adequate rest times to reduce levels of stress and fatigue. • Ensure staff can perform treatments sufficiently within allocated treatment timeframes. • Ensure the availability of materials for adhering to the salon’s cough and sneezing hygiene policy. • Ensure adequate supplies of personal protection equipment is available to staff. • Provide staff with the opportunity to attend a first aid training course. • Provide training in emergency response procedures for fire, hazardous substance spillage and slips, trips and falls. • Provide regular meeting with staff to address OH&S procedures. • Ensure adequate supplies of cleaning and sterilising materials are available. • Reinforce the importance of hand washing and provide access to hand hygiene amenities in accordance with regulations. • Prepare a compliance standard document for following relevant Occupational Health and Safety directives. • Document cleaning procedures and locate information in staff room where staff can follow instructions. • Develop a cleaning roster and ensure cleaning equipment is of a high standard and in good working order. • Ensure adequate linen and laundry supplies are available. • Develop a waste management and disposal procedures document according to OH&S policies. • Identify a secure area where contaminated waste can be stored for access only by authorised persons and that incorporates infectious waste which is only accessible by authorised persons. • Develop a monitoring system for determining the effectiveness of infection control procedures. FORMATIVE TASK 4. PROVIDE A LIST OF OHS ISSUES THAT MAY RELATE TO WORK WITHIN A MASSAGE CLINIC. DOCUMENT Submit your document to your trainer for comment. Book two

46. Maintaining Occupational Health and Safety • There are three designated personnel an employee can report workplace health and safety issues to; • Supervisors, managers and owners. • Workplace representatives. • Other personnel in control of workplace. • The best way to solve problems at work is to simply talk to each other and work out a constructive course of action. • Be sure that; • Staff feel comfortable to talk to the manager or owner about the problems. • Staff and management agree on ways to resolve the problem. DEVELOP A SYSTEMATIC APPROACH Emergency phone numbers. For ambulance, fire or police the number in Australia is OOO. Every emergency requires different actions. Another emergency number is 112 which can be dialled from anywhere in the world with GSM coverage and this is automatically translated to that country’s emergency number. People with a hearing or speech impairment can dial 106 from a phone line connected to a Teletypewriter or from a computer with a modem. Book two

47. Risks and hazards • Everyone in a business needs to work together to eliminate workplace hazards and find practical ways of protecting the safety and health of everyone in the clinic. • A hazard is exposure to danger which can affect; • 1. People; illness, injury, trauma or death. • 2. Property; damage, wastage, contamination. • 3. Processes; disruption to work processes. • A risk is the probability of someone being hurt or an accident happening through exposure to the hazard. • Risk assessment. • After a hazard has been identified the next step is to assess the risk. Assessing the risk is a simple process which considers the number of people at work. • Is the risk minor and unlikely to occur? • Is the risk minor but will occur frequently? • Is the risk great? If so, the solution might be to change work arrangements. • When assessing a risk you need to consider the; • Nature of the hazard. • Severity of the hazard and any health effects that may occur. • Duration and how often a person may be exposed to the hazard. • Probability that risk will occur. Book two

48. Risk assessment • Methods for conducting a risk assessment. • Talking to people and testing the chemicals and equipment • before use. • Reading labels and Safety Data Sheets (SDS). • Consulting workplace injury records. • Checking equipment and the work area before starting work. • Ways of identifying hazards in the workplace. • The job to be done and the number of people at risk. • The length of exposure to the hazard. • Possible injuries that may occur. • Risk management planning programme. • Identify the risks. • Analyse the risks. • Prioritise the risks. • Treat the risks by action to reduce or eliminate them. • Review and monitor these actions. • Possible injuries that may occur. • Record keeping and reviews. • Outcomes of risk assessments must be documented. • Records must be kept while the assessment is still relevant. • Records must be accessible to employees. • Assessments must be reviewed and revised. • At least every five years or when circumstances change. Book two

49. Theft • Having products, money or any items stolen from the clinic can be very costly besides being upsetting. Even though you think you are careful, there are procedures you need to implement to make it difficult for any items to be stolen from your business. • Items that get stolen are; • Keys. • Display stock and retail stock. • Display advertising material. • Furniture and reading material. • Cash, EFTPOS and cash registers. • Personal items. • Products used in treatments. • Equipment. • It is not only armed robbers that steal. Staff, customers, visitors, trades people and sales representatives may also be likely to steal if given the opportunity. • Theft can occur; • While you are working on a client. • While clients are waiting. • Whilst you are out of the clinic. • Armed robbery night and day. CALL THE POLICE: 000 Book two

50. Cash management procedures • Ensure staff safety when handling cash. • Train staff in cash management procedures, what to do if people behave suspiciously and how to react during a robbery. • Locate the point of sale area away from entrances and exits. • Use an audible device that indicates when the cash drawer is opened. • Open the cash drawer only when a customer is paying for merchandise, and close it before merchandise is packaged. • Where possible, lock the cash drawer and remove the key when it is not in use. • Ensure that the cash drawer is empty when the workplace is unattended. • Transfer excess money frequently but randomly from the cash drawer into a locked safe. Do this during a low risk time and in a way that is not obvious to customers. • Lock the safe at all times when it is not in use and locate it in a place that is not obvious to customers. • Regularly change the combination to the safe and have a limited number of keys. • Install a safe with time delay locks or two key opening systems. • Count cash in a secure room. • Encourage cashless purchasing such as credit cards and EFTPOS. • Pay staff with cheque or direct deposits. • Display a sign advertising the security measures in place or advising that cash is not kept on the premises. • Assign the banking to more than one person and rotate the task. Ensure that other staff have an estimated time the person should return so that an alarm can be raised if necessary. • Use a bank close to the workplace and deposit money several times a day. • Do not advertise the fact that you are going to the bank with cash such as carrying a marked money bag or wearing a branded workplace uniform. If walking to the bank, keep to busy streets, not deserted streets. • If driving to the bank keep the car doors locked at all times, vary the route regularly and do not leave the vehicle whilst on route. • If ordering a taxi to go to the bank, ask the operator to advise the number of the assigned taxi. Book two