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Explain how the referrals will prevent recidivism.

In addition to meeting with clients, a human services professional needs to be able to plan out a client’s treatment and articulate that plan to others. In this regard, it’s important to understand how case planning works, regardless of your role in the process. In this assignment, you will take information from a case study and make your own case plan to be presented to your “colleagues.”

Imagine you are presenting one of your cases to your colleagues during a team meeting. Review the Case of Chuck for information about your client.

Create an 8-slide Microsoft® PowerPoint® presentation that introduces your client to the team and presents your case plan. Using the case management strategies covered this week:

· Identify and prioritize at least three referrals you would make for Chuck. Examine what needs the referrals address and describe how they address those needs.

· Explain how the referrals will prevent recidivism.

· Using client self-determination as a strategy, discuss how you would include Chuck in the referral process. Illustrate why client self-determination is important with examples or evidence

Include a title page. If you are using references, please include citations and reference page

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U.S. Congress enacted the Sarbanes-Oxley Act (SOX) to help prevent lapses in internal control

Identify a specific tool or technique from those identified in Chapter 19, and discuss how the tool is used in your current or former place of employment. (See some of chapter below)

Business Ethics

All employees within an organization are expected to act ethically in their business activities. Given the importance of ethical behavior to corporations and their owners (stockholders), an increasing number of organizations provide codes of business ethics for their employees.

Creating Proper Incentives

Companies like Amazon.com, IBM, and Nike use complex systems to monitor, control, and evaluate the actions of managers. Unfortunately, these systems and controls sometimes unwittingly create incentives for managers to take unethical actions.

Because budgets are also used as an evaluation tool, some managers try to “game” the budgeting process by underestimating their division’s predicted performance so that it will be easier to meet their performance targets.

But, if budgets are set at unattainable levels, managers sometimes take unethical actions to meet the targets in order to receive higher compensation or, in some cases, to keep their jobs.

In a recent example, the largest bank in the United States, Wells Fargo, admitted that it had fired 5,300 employees for opening more than 2 million accounts without customer approval or knowledge. According to the director of the Consumer Financial Protection Bureau, “Wells Fargo employees secretly opened unauthorized accounts to hit sales targets and receive bonuses.”

Code of Ethical Standards

In response to corporate scandals, the U.S. Congress enacted the Sarbanes-Oxley Act (SOX) to help prevent lapses in internal control.

CEOs and CFOs are now required to certify that financial statements give a fair presentation of the company’s operating results and its financial condition.

Top managers must certify that the company maintains an adequate system of internal controls to ensure accurate financial reports.

Companies now pay more attention to the composition of the board of directors. In particular, the audit committee of the board of directors must be comprised entirely of independent members (that is, non-employees) and must contain at least one financial expert.

The law substantially increases the penalties for misconduct.

To provide guidance for managerial accountants, the Institute of Management Accountants (IMA) has developed a code of ethical standards, entitled IMA Statement of Ethical Professional Practice. Management accountants should not commit acts in violation of these standards. Nor should they condone such acts by others within their organizations. Throughout the text, we address various ethical issues managers face.

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Healthcare Organizations have a legal and ethical responsibility to prevent, detect and report fraudulent activity

Discussion response

Megan

Healthcare Organizations have a legal and ethical responsibility to prevent, detect and report fraudulent activity. The incorporation of a HCO handbook detailing the organization’s policies, procedures and compliance to the Joint Commission, encourages compliance and responsibility to all employees. As stated by the The Office of the Inspector General (OIG) of the Department of Health and Human Services’ [t]he purpose of compliance policies and procedures is to establish brightline rules that help employees carry out their job functions in a manner that ensures compliance with Federal health care program requirements and furthers the mission and objective of the hospital itself.” (National Law Review, 2018). The handbook should include topics such as Confidentiality, Fraud, data privacy, organizational safety and professional culture (workplace conduct and employment practices). These policy and procedures are part of the Joint Commision standards and expectations to help HCO provide safe, high quality care.

Handbooks have specific and direct procedure manuals on how a HCO is conduct itself and the policies in which it inforces. The prevention of legal violations is key in protecting patients personal information and the employees themselves. The confidentiality of protected health information (PHI) in regards to The Health Insurance Portability and Accountability Act of 1996 (HIPAA), is at foremost a priority for any HCO. Disclosing or falsifying PHI can result is large monetary fines which are huge losses for HCO. Stating who has access and the specifics of what they have access to should be discussed in the handbook. Especially when all employees are not privy to all PHI.  Similarly, The Joint Commision requires its own employees to oblige “In accordance with applicable legal and ethical standards, Joint Commission Personnel shall maintain the confidentiality of The Joint Commission’s intellectual property, employee and financial information, and any confidential proprietary or otherwise sensitive information received from or about health care organizations, including protected personal information.” (The Joint Commission, n.d.).

Incorporating policies for fraudulent behavior such a submitting false billing claims to Medicare of Medicaid would help prevent against any legal action in the False Claim Act. This would also include what to do if fraudulent behavior is detected. Also include is the reporting avenues and employee protection in the event of a whistleblower.

Policy and procedural handbooks work in all HCO, specifically any organization that participates in federally funded payment programs such as Medicare, Medicaid and TRICARE. This includes hospitals, long term care, hospice, military and physicians practicing in the private sector. 

This serves as a “best practice” for any HCO that promotes a culture of compliance and responsibility to the patients, employees and itself. By providing the handbook on policies and procedures to all employees, it holds each individual accountable. Each employee should be required to sign acknowledging they will follow all guidelines. Incorporation of handbooks makes it clear how each individual’s plays a part “in the organization’s efforts to prevent, detect, respond to, and report violations of laws, government regulations, and ethical rules.” (National Law Review, 2022).

This best practice is beneficial to not only healthcare organizations but any company/organization that deals with protected personal information(names, social security numbers, drivers license) such as banks and credit card companies

National Law Review. ( 2022, June 8). Seven Fundamental Elements of an Effective Compliance Program. https://www.natlawreview.com/article/seven-fundamental-elements-effective-compliance-program

The Joint Commission, (n.d.). The Joint Commission Code of Conduct Manual. https://www.jointcommission.org/-/media/tjc/documents/about-us/code-of-conduct-manual-121520-final.pdf

Discussion response 2

Chen

Healthcare Organizations have a legal and ethical responsibility to prevent, detect and report fraudulent activity. The incorporation of a HCO handbook detailing the organization’s policies, procedures and compliance to the Joint Commission, encourages compliance and responsibility to all employees. As stated by the The Office of the Inspector General (OIG) of the Department of Health and Human Services’ [t]he purpose of compliance policies and procedures is to establish brightline rules that help employees carry out their job functions in a manner that ensures compliance with Federal health care program requirements and furthers the mission and objective of the hospital itself.” (National Law Review, 2018). The handbook should include topics such as Confidentiality, Fraud, data privacy, organizational safety and professional culture (workplace conduct and employment practices). These policy and procedures are part of the Joint Commision standards and expectations to help HCO provide safe, high quality care.

Handbooks have specific and direct procedure manuals on how a HCO is conduct itself and the policies in which it inforces. The prevention of legal violations is key in protecting patients personal information and the employees themselves. The confidentiality of protected health information (PHI) in regards to The Health Insurance Portability and Accountability Act of 1996 (HIPAA), is at foremost a priority for any HCO. Disclosing or falsifying PHI can result is large monetary fines which are huge losses for HCO. Stating who has access and the specifics of what they have access to should be discussed in the handbook. Especially when all employees are not privy to all PHI.  Similarly, The Joint Commision requires its own employees to oblige “In accordance with applicable legal and ethical standards, Joint Commission Personnel shall maintain the confidentiality of The Joint Commission’s intellectual property, employee and financial information, and any confidential proprietary or otherwise sensitive information received from or about health care organizations, including protected personal information.” (The Joint Commission, n.d.).

Incorporating policies for fraudulent behavior such a submitting false billing claims to Medicare of Medicaid would help prevent against any legal action in the False Claim Act. This would also include what to do if fraudulent behavior is detected. Also include is the reporting avenues and employee protection in the event of a whistleblower.

Policy and procedural handbooks work in all HCO, specifically any organization that participates in federally funded payment programs such as Medicare, Medicaid and TRICARE. This includes hospitals, long term care, hospice, military and physicians practicing in the private sector. 

This serves as a “best practice” for any HCO that promotes a culture of compliance and responsibility to the patients, employees and itself. By providing the handbook on policies and procedures to all employees, it holds each individual accountable. Each employee should be required to sign acknowledging they will follow all guidelines. Incorporation of handbooks makes it clear how each individual’s plays a part “in the organization’s efforts to prevent, detect, respond to, and report violations of laws, government regulations, and ethical rules.” (National Law Review, 2022).

This best practice is beneficial to not only healthcare organizations but any company/organization that deals with protected personal information(names, social security numbers, drivers license) such as banks and credit card companies

National Law Review. ( 2022, June 8). Seven Fundamental Elements of an Effective Compliance Program. https://www.natlawreview.com/article/seven-fundamental-elements-effective-compliance-program

The Joint Commission, (n.d.). The Joint Commission Code of Conduct Manual. https://www.jointcommission.org/-/media/tjc/documents/about-us/code-of-conduct-manual-121520-final.pdf

 Discussion 3

Response 1 paragraph

Thanks for the post. Is it unethical for someone not to get required immunizations? Explain

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Practical Strategies for Social Change: Intervening to Prevent Sexual Violence

SACR-3500. Practical Strategies for Social Change: Intervening to Prevent Sexual Violence
This course introduces students to sexual violence as a social problem; why it matters, the forms it takes, and how it can be changed. The importance of personal and community responsibility for social change is emphasized. This course also provides students with the background knowledge that is needed to successfully teach sexual violence prevention workshops for their peers. Restricted to students who have attained a cumulative GPA of 66% or higher at the time of application. (Prerequisite: Semester 4 standing or above and permission of the instructor by online application at bystander initiative.ca) (Also offered as SOSC-3500, PSYC-3500, SWRK-3500, and WGST-3500.)

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CLICK HERE TO MAKE YOUR ORDER  SACR-3500. Practical Strategies for Social Change: Intervening to Prevent Sexual Violence

Men have a vital role to play in ending men’s violence against women.
The feld of efforts to engage men and boys in violence prevention is
growing rapidly, across policy and programming, scholarship, and advocacy and activism. This is embodied in the growth of national and global
interventions and campaigns, initiatives by international agencies, and
scholarly assessments of their impact and signifcance. Across the globe,
a wide variety of violence prevention initiatives in schools and elsewhere
now address boys and young men, sporting codes have adopted measures to involve male players in building respectful cultures, and institutions such as the military are moving towards similar initiatives.
This book provides a comprehensive guide to engaging men and boys
in the prevention of violence against women and girls and other forms of
violence and abuse. It provides an informed and accessible framework for
understanding, supporting, and critically assessing men’s roles in violence
prevention.
There are three elements to the book’s background. First, violence
against women (including physical and sexual assaults and other behaviours which result in physical, sexual, or psychological harm or suffering to women) has been identifed as a widespread social problem.
Second, there is an increasing emphasis on the primary prevention of
violence against women in government and community efforts—on not
just responding to victims and perpetrators, but also in preventing this
violence from occurring in the frst place. Third, a signifcant trend in
violence prevention is the growing focus on engaging men and boys in
CHAPTER 1
Introduction
© The Author(s) 2019
M. Flood, Engaging Men and Boys in Violence Prevention, Global
Masculinities, https://doi.org/10.1057/978-1-137-44208-6_1
2 M. FLOOD
prevention. Around the world there are growing efforts to involve boys
and men in various capacities: as participants in education programs,
as targets of social marketing campaigns, as policy-makers and gatekeepers, and as activists and advocates. There is a groundswell of community-based prevention activity directed at men and boys. There is
signifcant policy support for male involvement in violence prevention,
evident in recent plans of action by national governments and affrmed
by international agencies. In short, violence prevention efforts aimed at
men and boys are on the public agenda, are being adopted and funded
increasingly widely, and have a powerful rationale.
The book Engaging Men and Boys in Violence Prevention provides a
critical assessment of efforts to engage men and boys in violence prevention. It offers a distinctive and timely discussion of an area of work and
scholarship which is receiving growing national and international attention. The book highlights innovative, creative, and compelling examples
of work engaging men and boys, both among particular groups (such as
sports players, faith leaders, corporate men, blue collar men, young men
in schools, and men in uniform) and in particular settings (such as workplaces and social movements).
This book provides robust, practical guidance regarding effective
strategies to reduce and prevent violence against women. The book is
oriented towards the production of practical guidance for educators,
advocates, and policy-makers: a conceptual framework for understanding and supporting men’s and boys’ roles in violence prevention, robust
assessment of particular interventions, and guidance regarding the effective use of key strategies. In short, the book identifes what works and
what does not.
Engaging Men and Boys in Violence Prevention has an international
focus. Some of the most well-developed or innovative efforts to involve
men and boys in violence prevention take place outside North America
and the UK, with notable efforts visible in Brazil, India, and elsewhere.
The book includes case studies from a wide variety of countries and
regions. It offers a framework for engaging men which is applicable in a
wide variety of settings, national and international. At the same time, the
book highlights the challenges of violence prevention with men and boys
in particular cultures and contexts.
The book avoids two extremes regarding men’s and boys’ involvement in violence prevention. On the one hand, there is a naïve optimism
that short-term, simple interventions will shift lifelong habits of behaviour and entrenched inequalities. On the other, there is a paralysing
1 INTRODUCTION 3
pessimism about the prospects of change among males. In its discussions of existing efforts, the book highlights both positive and negative
impacts: interventions and strategies which have made a positive difference, and those which have had neutral or negative impacts.
The book also explores controversies regarding efforts to engage
men and boys in violence prevention. Are they at the expense of efforts
focused on women and girls? Are they complicit with dominant constructions of masculinity? To what extent has ‘work with men’ come
to be seen as an end in itself rather than as a means to gender equality?
And so on. At the same time, the book is guided by a determination to
make a positive and signifcant contribution to the prevention of violence
against women.
Outline of the Book
The book is organised into three parts: Part I: The problem and its prevention; Part II: Strategies and settings; and Part III: Challenges.
Part I: The Problem and Its Prevention
Part I of the book introduces the problem it addresses, the arguments
for engaging men and boys in prevention, and the principles which
should guide this work.
Chapter 2 provides an overview of men’s violence against women,
noting its character, typical dynamics, impacts, and causes. It begins by
noting debates over how to defne violence and particular forms of violence. The chapter summarises what is known about the causes of men’s
violence against women, highlighting that this violence is grounded
above all in the meanings, practices, and relations associated with gender. The chapter highlights contemporary debates in scholarship and
advocacy over men’s violence against women. These include debates over
how to defne violence and particular forms of violence, and the chapter argues for an understanding of domestic violence for example which
moves beyond discrete physically aggressive acts to a broader conceptualisation which includes a range of strategies of coercive control enacted
by one person against another. The chapter highlights further trends
including growing recognition of diverse forms of interpersonal violence,
examination of the social and structural foundations of men’s violence
against women, debates over measurement and evaluation, and shifts in
violence against women itself.
4 M. FLOOD
Chapter 3 introduces the reader to the primary prevention of violence
against women. It explains how primary prevention differs from other
forms of prevention and intervention activity. It describes the public
health and ecological models of prevention which dominate the feld and
notes debates about their utility and insight.
Are existing interventions with men and boys effective? Chapter 3
then explores the effectiveness of efforts among men and boys to change
the attitudes and behaviours associated with violence against women.
Although there are important limitations to the existing evidence, this
does show that well-designed interventions can make change. The chapter then works through a spectrum of strategies of prevention, discussing
the evidence for the effectiveness of strategies at each level. Moving from
micro to macro, these levels are: (1) strengthening individual knowledge
and skills; (2) promoting community education; (3) educating providers;
(4) engaging, strengthening, and mobilising communities; (5) changing
organisational practices; and (6) infuencing policies and legislation. The
chapter provides examples of efforts at each level, drawn from around
the globe. The chapter concludes by noting the consensus in the feld
that violence prevention should be informed, comprehensive, engaging,
and relevant.
Chapter 4 argues that engaging men and boys is part of the solution
to men’s violence against women. It identifes a compelling, threefold
rationale for addressing men in ending violence against women. First
and most importantly, efforts to prevent violence against women must
address men because largely it is men who perpetrate this violence.
Second, constructions of masculinity—the social norms associated with
manhood, and the social organisation of men’s lives and relations—play
a crucial role in shaping violence against women. Third, and more hopefully, men and boys have a positive role to play in helping to stop violence against women, and they will beneft personally and relationally
from this.
There are also tensions and critiques regarding this rationale. This
chapter examines four questions:
• While there is widespread agreement that men’s anti-violence work
should be accountable, what does this mean in practice?
• Although there is a powerful rationale for engaging men, does this
mean that there is a universal imperative of male inclusion?
1 INTRODUCTION 5
• Does the claim often made in this feld that ‘most men do not use
violence’ excuse men from collective responsibility for violence
against women and neglect many men’s use of various strategies of
coercion and control against women?
• Does an appeal to the ways in which men will ‘beneft’ from progress towards non-violence and gender equality downplay what
men also have to lose if patriarchal privileges are challenged?
Part II: Strategies and Settings
The book then moves to the practicalities of making change among men.
Part II explores the strategies and settings which can be used to engage
men and boys in preventing and reducing violence against women. It
begins with the general challenge of making the project of preventing
and reducing violence against women relevant and meaningful for men,
before exploring particular strategies for change.
To involve men and boys in making change, we must frst know something about where they stand. If we are to reach men and boys—to spark
their initial interest, secure their participation, and inspire their ongoing
involvement—we must know about their existing attitudes towards violence against women, their existing involvements in gender relations, and
so on. Chapter 5 begins with where men and boys stand: the extent to
which men actually perpetrate violence against women, men’s attitudes
towards this violence, and men’s beliefs and practices when it comes to
speaking up or acting in opposition to this violence.
Why do many men show disinterest in, or active resistance to, involvement in efforts to end men’s violence against women? Chapter 5 then
explores what prevents men from supporting and contributing to violence prevention campaigns. Barriers range from men’s sexist and violence-supportive attitudes, to their overestimation of other men’s
comfort with violence, to lack of knowledge or skills in intervention or opportunities for participation. The chapter then explores, on
the other hand, what inspires men’s involvement. How is it that some
men become passionate advocates for ending violence against women?
There are common paths for men into anti-violence advocacy. For
many men, initial sensitisation to the issue of violence against women
comes from hearing from women about the violence they have suffered. These and other experiences raise men’s awareness of violence or
6 M. FLOOD
gender inequalities. However, a tangible opportunity to participate in
anti-violence work also is infuential, as is then making sense of this experience in ways which inspire further involvement.
How do we make the case to men that violence against women is an
issue of direct relevance to them? Chapter 5 explores proven ways to
inspire men that violence against women is a ‘men’s issue’. It shows how
to personalise the issue, appeal to values and principles, show that men
will beneft, build on strengths, and start small and build from there.
Making the case to men also involves popularising feminism, diminishing
fears of others’ reactions, building knowledge and skills in intervention,
and fostering communities of support.
Chapter 6 focuses on one of the most common forms of violence prevention strategy among men and boys, face-to-face education. Around
the world, interactive workshops and training sessions are used with men
and boys to build their gender-equitable understandings, teach skills in
non-violence and sexual consent, inspire collective advocacy, and so on.
This chapter identifes what makes for effective practice in education
for violence prevention: what to cover, how to teach, and whom should
teach. As it discusses in detail, some forms of face-to-face education simply do not work. They are too short to make change, they do not engage
participants in discussion and refection, or they are poorly taught.
Whether working face-to-face with men and boys or reaching them
through media and communications strategies, one must inspire men’s
and boys’ interest and engagement and work well to shift the attitudes and behaviours associated with violence against women and girls.
Chapter 7 focuses on communications and social marketing, a second
common strategy of violence prevention education. Like the previous
chapter, it describes both effective and ineffective campaigns and highlights the principles on which more successful efforts are based. For
example, more effective communications campaigns involve greater levels
of exposure to the prevention messaging, are based on understanding of
their audience, and use positive messages and infuential, relevant messengers. Chapter 7 then explores two communications approaches which
are increasingly prominent, social norms and bystander intervention.
A third set of strategies for violence prevention among men and boys
is focused on mobilising them as advocates and activists. Chapter 8
explores efforts in which men and boys themselves mobilise to prevent
and reduce violence against women. It examines the use of campaigns,
networks, and events by men and boys, including efforts undertaken
1 INTRODUCTION 7
in partnership with women and women’s groups, in what is a rich and
inspiring history of men’s anti-violence advocacy. The chapter goes on
to identify the elements of effective practice in community mobilisation
among men and boys.
Chapter 9, the last chapter in this section of the book on strategies
and settings, examines violence prevention efforts among men and boys
which take place in workplaces and other institutions. It works across
two overlapping forms of prevention activity: educating men at work
and/or as professionals, on the one hand, and changing organisations,
on the other. The former includes interventions with particular groups
of providers or professionals, often in male-dominated occupations such
as police, faith leader, sports coaches, and the military. The latter comprise efforts at whole-of-institution change, at a more macro-level than
mere face-to-face education. The chapter identifes the key elements of
whole-of-institution prevention, including a comprehensive approach,
senior leadership and participation, dedicated resources, education and
training, communication for culture change, victim assistance and support, reporting processes, and assessment and accountability


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created a program specifically designed to uncover and prevent youth violence in their respective community

Research a police department in the United States that has created a program specifically designed to uncover and prevent youth violence in their respective community. Explain in detail the various components of the program and whether or not is has been successful. What ideas can you offer that might enhance the program? 

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Identify potential for conflict and take swift and tactful action to prevent escalation.

Details of Assessment
Term and Year Time allowed
Assessment No 1 Assessment Weighting 70%
Assessment Type Written Reports
Due Date Room
Details of Subject
Qualification SIT50416 Diploma in Hospitality Management
Subject Name Client Relations
Details of Unit(s) of competency
Unit Code (s) and Names SITXCOM005 Manage Conflict
SITXWHS003 Implement and Monitor work health and safety practices
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I acknowledge that I understand the requirements to complete the assessment tasks. I am also aware of my right to appeal. The feedback session schedule and reassessment procedure were explained to me. Student’s
Signature: ________
Date: //_
Details of Assessor
Assessor’s Name
Assessment Outcome
Assessment Result 0 Competent 0 Not Yet Competent
Marks /70
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:


Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student.
0 Student attended the feedback session.
0 Student did not attend the feedback session.
Assessor’s
Signature: _______
Date: //__

Purpose of the Assessment
The purpose of this assessment is to assess the student in the following learning outcomes: Competent
(C) Not Yet Competent
(NYC)
SITXCOM005 – Manage conflict
1.1. Identify potential for conflict and take swift and tactful action to prevent escalation.
1.2. Identify situations where personal safety of customers or colleagues may be threatened and organise appropriate assistance.
1.3. Identify and use resources to assist in managing conflict.
2.1. Establish and agree on the nature and details of conflict with all parties and assess impact.
2.2. Manage conflict within scope of own role and responsibilities, and according to organisational procedures.
2.3. Take responsibility for seeking a solution to conflict within scope of own role and responsibilities, seeking assistance where required.
2.4. Identify and evaluate impact of conflict on business reputation and legal liability.
2.5. Evaluate options to resolve the conflict, taking into account organisational policies and constraints.
2.6. Implement the best solution and complete required reports.
3.1. Communicate with parties involved to seek and provide feedback on conflict and its resolution.
3.2. Evaluate and reflect on the conflict and effectiveness of the solution.
3.3. Determine possible causes of workplace conflict and provide input for workplace enhancement and improvements.
SITXWHS003 – Implement and monitor work health and safety practices
1.1. Explain relevant WHS information to personnel.
1.2. Make all current WHS information readily accessible to staff.
2.1. Monitor adherence to organisational WHS procedures.
2.2. Monitor ongoing compliance with safe work practices.
2.3. Take prompt action to address non-compliance with procedures and safe work practices.
2.4. Monitor day-to-day effectiveness of WHS practices in maintaining the health, safety and security of personnel.
3.1. Coordinate the operation of all consultative processes.
3.2. Provide opportunity for staff members to contribute their views on current and future WHS management practices.
3.3. Resolve or refer issues raised through WHS consultation to the appropriate person.
3.4. Provide timely staff and own feedback on WHS management practices to the designated person.
4.1. Coordinate scheduled hazard identification activities, ensuring hazards are identified at times designated by legislation.
4.2. Identify any hazards on an ongoing basis during own day-to-day workplace operations.
4.3. React to reports of hazards by other workers, and coordinate and participate in risk assessments.
4.4. Implement any risk control methods or refer to appropriate person if control is outside scope of responsibility.
4.5. Monitor effectiveness of control measures, promptly identify any inadequacies, and resolve or report them to the appropriate person.
5.1. Identify WHS training needs based on regular staff monitoring.
5.2. Make arrangements for fulfilling training needs.
5.3. Monitor effectiveness of training and make required adjustments.
6.1. Complete WHS records and reports accurately and legibly and store according to organisational and legal requirements.
6.2. Use data and reports to provide reliable and timely input into the management of workplace health, safety and security.
6.3. Minimise use of printed materials and maximise electronic transmission and filing of all documents to reduce waste.
Assessment / evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under Purpose of the assessment section are Satisfactory. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as Not Yet Competent (NYC) is eligible for re-assessment.
Resources required for this Assessment
• All documents must be created in Microsoft Word
• Upon completion, submit the assessment printed copy to your trainer along with assessment coversheet
• Refer to the notes on eLearning to answer the task/s
• Any additional material will be provided by your Trainer
• Computer with relevant software applications and access to internet
• eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
• This assessment has to be completed 1 In class 1 At home
• The assessment is to be completed according to the instructions given by your assessor.
• Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.
• Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
• If you are not sure about any aspect of this assessment, please ask for clarification from your assessor.
• Please refer to the College re-assessment policy for more information (Student handbook).

Client Relations – Assessment I
You are required to complete ALL tasks of this assignment.
Task Marks Marks Achieved

  1. Identify hazards on:
    https://www.safework.sa.gov.au/resources/online-activities/introduction-to-safety-tutorial
    Proceed to website and complete all parts of the hazard identification in the “virtual hotel”. When completed, enter your name on the website and include a copy of the provided certificate with your assignment. This can be a photo taken, attached to submission. Or it could be a print screen dump included in your assignment. Or you could use the snipping tool to copy and paste the resulting certificate in your work. In old school terms, you could even print the certificate and include it with your assignment. 20
  2. WHS report on virtual hotel workplace. Use guidelines below to write a four hundred (400) word report. 25
  3. Conflict and Workplace Health and Safety. Use guidelines below to write a three hundred (300) word report. 25
    Total
    70

CASE SCENARIO
You are the manager for ACA Hotel in the CBD and it is your responsibility to Implement and monitor work health and safety practices in your hotel. You are responsible for noticing hazards or dealing with them and for documenting the hazards you find.
Task 1
By using the link below:
https://www.safework.sa.gov.au/resources/online-activities/introduction-to-safety-tutorial
Requirements
Proceed to website and complete all parts of the hazard identification in the “virtual hotel”. When completed, enter your name on the website and include a copy of the provided certificate with your assignment. This can be a photo taken, attached to submission. Or it could be a print screen dump included in your assignment. Or you could use the snipping tool to copy and paste the resulting certificate in your work. In old school terms, you could even print the certificate and include it with your assignment. 20 Marks
Task 2
Workplace Health and Safety Report.
You are the manager for the Virtual ACA Hotel in the CBD, as completed in Task 1 https://www.safework.sa.gov.au/resources/online-activities/introduction-to-safety-tutorial
Using three (3) examples that you found in the virtual hotel you are required to compile a written report (400-600 words) on the variety of these hazards or risks that occur in the virtual hotel. 25 Marks
Your Task is to:
In your report, include the following:

  1. Write a summary that outlines at least three (3) issues/observations within the hotel.
    These could include hazards or risks to either internal or external customers. These need to be identified and described so that day-to-day effectiveness of WHS practices can be monitored.
  2. Describe how you can take action to resolve EACH of the issues/observations, and if you are not the appropriate person (as the manager), and what methods of communication could you use to ensure prompt action to fix/repair the Hazard/Risk.
  3. Choose one of the safety issues that you have highlighted and outline how management needs to explain to all personnel, what methods of communication could you use. How would the coordination of this information ensure that consultation with stakeholders arrived in a timely manner?
  4. Where would you as the manager source the correct WHS information and ensure that it is made readily available to staff. Outline 4 sources and discuss how this is done
  5. Outline the employee’s responsibilities to self, other workers and other people in the workplace
  6. A hotel (of the virtual agency size) is required to have a WHS committee in NSW
    Outline five responsibilities of the members of the WHS committee, including what documentation that is required to be recorded and maintained.
  7. As the consultation with external stakeholders and the WHS committee takes place what formal and informal methods of recording this consultation could be used.
    .
    Task 3
    Conflict and Workplace Health and Safety.
    Scenario
    You are the Manager in the Virtual hotel example, a customer in the bar, approaches and seems to have been drinking and starts to be aggressive towards you. Your feel that there is potential that the customer is going to escalate a small problem. 25 Marks
    Your Task is to:
    Outline in a short report (200-300 words);
  8. What action could you take in this case. (You are required to do a role play of similar situation in Assessment II Task 1)
  9. Outline the stages or factors of conflict, relating to the customer’s aggression towards a waiter near other customers. Describe the actions or results you need to obtain.
  10. What resources or tools could you legally use in this scenario?
  11. If the problem is escalated to have a physical encounter between two customers, how would you deal with this and what parties would need to be notified and who would you need to provide feedback too.
  12. As the manager of the bar, the owner has asked you to outline the role and responsibility you have in a similar case and who improvement you could make to ensure that the situation is not escalated

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