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by Edward A. Schirick, C.P.C.U., C.I.C., C.R.M.
How would you characterize your "camp risk management style"?
Are you a "dot all the
I's and cross all the T's, I have to be involved in everything" type?
Maybe you are an "I can't get it perfect so I'm satisfied
to get things 75 percent or 80 percent right and fill in
as I go" type? Or, maybe you are a "delegate the responsibility
to someone else and keep
me informed (or not), but it's your problem" type?
Regardless of your risk management style, there is one factor that is
absolutely essential for a successful risk management program: management's
(ownership's) commitment to the process.
Know Your Risk Management Style
Every person in a responsible position develops a management style.
Naturally, every management style has its strengths and weaknesses. We
all have a tendency to become very involved in the areas where we have
real expertise or have the most fun. That means we spend less time and
run the risk of ignoring the areas where we don't have as much knowledge
or simply find the effort more difficult. The trouble in this situation
is that holes may develop in our camp business' risk management
plan over time, which could lead to losses (injuries or damage to property)
if a more balanced approach is not developed.
Successful camp risk managers know their style. They will be aware of
the things they do well and of the areas where they need help. It is
literally a matter of life and death that you get your camp risk management
priorities straight and get help where you need it. Failure to do this
can lead to problems like the following.
Gaps Between Plans and Execution of Plans
Failure to develop a team with risk management skills that complement
yours results in risk management plans that look great on paper but fail
when the plan is implemented.
You've probably noticed how much documentation insurance company
underwriters are asking for these days (e. g., safety plans, copies of
inspections, staff ratios, multi-page applications, etc.). You may also
be wondering why. Well, this is one way insurance
underwriters determine the quality of management.
Another way underwriters develop opinion about your management ability
is by conducting a loss-control visit or inspection. This "walk about"
your premises is designed to confirm that the information listed in the
applications and outlined in the other documentation provided with your
application for insurance is actually being put into practice.
Sometimes problems are uncovered through this process and recommendations
are generated. These recommendations range from "nice-to-do" items
to "mandatory" items depending upon the risks and potential
for severity involved.
The point is the quality of your documentation in the application process
and the implementation of your plan as uncovered in the loss-control
visit help create lasting impressions about your risk management capabilities.
When inconsistencies are
uncovered, there is a direct affect on the cost of your insurance in
the future. There is a
big financial incentive (not to mention the responsibility to campers)
to find and develop staff with risk management skills that complement
yours, so you can develop and
implement a quality risk management plan.
Hire the Best People You Can Find
Once you have an awareness of your management style, hire the best staff
you can find and afford. Knowing yourself and your style will help you
find staff with the characteristics and skills you need and they need
to succeed. Find people who can work in the environment you've
created. Do you know what I mean?
People, that is, the quality of the people makes a difference! I think
this is pretty simple. You know this. Have you ever been a customer at
any business where the people in charge or the people you encountered
were doing just the minimum to get by? This is not what I mean. You don't
just want a warm body in your position. You want people who care, have
pride in themselves, who want to do a good job, and who can follow your
lead.
Experience shows us that indifference, and the inattentiveness that
indifference breeds, is one of the staff behaviors that can lead to injuries
to people and damage to property at camp. How can they succeed if you
don't create an environment that supports their efforts? How can they
care if they really don't want to be there?
Training Is a Perennial Problem
The seasonal nature of the camp business presents camp risk managers
with a perennial problem. How can we train our staff appropriately? What
skills does this group need? Do I have the resources? If not, can I acquire
the resources? How much will it cost? How long should the training be?
These are just a few of the issues.
One practice that appeared to be a good idea on paper, which now develops
some unanticipated risk, is "training the trainer." Many
camps have designated certain key staff with longer term commitments
to their organizations as their "trainer" for various activities.
I'm sure you have such a person on your team.
The problem develops when the "trainer" modifies or improvises
certain practices over time without getting input from the organization
who originally trained them. In worst-case scenarios, the "trainer" begins
teaching other staff practices or procedures that are not currently taught
by the organization and that may actually be unsafe.
The counterbalancing factor to this unanticipated risk is to provide
a program of continuing education for this "trainer." Under
these circumstances, the risk of using a "trainer" to train
other staff decreases. But, be sure to document all of the education.
Let your insurance advisors know about your continuing education program
so they can keep your under-writers informed. Make a commitment to constant
improvement throughout your organization.
Management's Commitment to Risk Management
Boards of directors and owners must be behind the risk management process
100 percent. Without this support, risk management is an uphill battle.
Finances are under pressure in all organizations whether for profit,
or nonprofit. Consequently, risk management budgets may be among those
listed for "cuts." If you operate through a board of directors,
presenting convincing evidence that risk management is worth the expense
can be a challenging task in these circumstances. How can you quantify
the benefit to your organization of injuries to people or damages to
property that didn't occur? Spend some time thinking about how
you would answer this question if you have to persuade your board of
directors that spending money on risk management is worth the expense.
Once you have developed this information, keep it and similar information
about your risk management successes in front of them regularly.
If you are a private camp owner, you have the final say on expenses.
Don't succumb to the temptation to cut your risk management expenses
to balance your budget. Do your best to find other areas to reduce expenses
if necessary.
Maintain your commitment to risk management. After all safety is no
accident!
Originally published in the 2006 November/December
issue of Camping Magazine. |
