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A pro-active approach to risk management People become committed to safety planning if they play a role in identifying problems and building solutions. By Jay D. Young and Brian Sullivan The uncertainty involved in liability insurance coverage and the votality of legal ramifications stemming from accident claims are forcing the leisure service field to re-examine and upgrade its position about safety programming. If you asked fellow co-workers in your organization to name the most glaring deficiency in your planning process, how many do you think would respond "risk management"? We would wager very few. Yet, it is the most drastic weakness threatening our profession today. Addressing the problem The Skokie Park District, like many other governmental bodies, was caught in the dilemma of providing quality programs and services to its patrons while spiraling insurance premiums and legal fees claimed a larger and larger percentage of its operating budget. As a direct result, the park district sought the solace of an insurance pool — in this particular case, the Park District Risk Management Agency (PDRMA). The PDRMA is a collaborative pool consisting of 45 individual recreation and park organizations. As a founding member of this agency, the Skokie Park District has the stability necessary to provide residents with the services they have come to expect, demand and deserve. From the onset, the district's board of commissioners realized that membership in an insurance pool was not a cure-all for the potential liability that faced the organization. A realistic view of the situation was needed. In order to keep insurance costs down, it would be necessary to minimize losses as well as the number of claims filed. Obviously, a reduction in filed claims would never be realized until accidents resulting in claims became less frequent. It was decided that a Safety Committee should be organized to create and implement an effective safety program. A preventive approach This action had three obvious advantages: 1. It allowed the park district to control its own destiny. It no longer needed to rely on outside agencies or conditions to dramatically affect its budgeting process. Illinois Parks and Recreation 6 November/December 1987 2. People became committed to safety planning if they played a part in identifying problems and building solutions. 3. A participative risk management safety program, properly understood and applied, was found to offer bountiful rewards to an organization which honestly assessed its own needs and expressed a willingness to change. In forming the district's Safety Committee, Skokie Park District Dir. Dan Brown appointed Jay Young, assistant director of parks and recreation, as chairman and risk management officer. Also, one committee member was selected from each of the district's four divisions: special facilities, and park, recreation and business services. This initial Steering Committee met biweekly for six months to define and establish guidelines for a workable risk management program. Goals and objectives The committee's goal was to prevent incidents by reducing potential hazards; that is, by adopting a pro-active approach to the problem. It is not enough to merely react to situations as they arise; this crisis management mentality has proved ineffective and wasteful in the past. The Skokie Park District wanted to create a program that could be copied by other similar agencies throughout Illinois. Most accidents (and those which could result in claims and legal awards) do not just simply "happen." They are usually the product of a repeated unsafe act or the ignored existence of a potentially hazardous condition. To help rectify these circumstances, the Safety Committee developed two forms: an incident report form detailing a potentially (Continued on page 8)
Illinois Parks and Recreation 7 November/December 1987 dangerous situation, and a hazardous condition form which details the presence of an unsafe condition in a park or park facility. Both forms require a supervisor to review the situation in question, and take corrective measures before an injury or an accident takes place. Following the development of these two forms, a new accident report was created. It provides detailed information about accident location; involvement of staff, paramedics, and witnesses; seriousness of injury; follow-up information and, most importantly, review by the supervisor, division head, risk management officer and director. This involves all personnel and managerial levels in the risk management process. Other involvement tactics In addition, employees are trained to spot and report hazardous conditions. They also learn how to fill out forms correctly and when to do so. This training is provided by each division's representative on the Safety Committee, thereby fostering communication between the respective divisions and the committee. This orientation basically serves to say, "This is your program and committee; take pride in it." Staff responses Staff response to participative pro-active risk management can vary. Some view it as a "goodie goodie" approach, while others see it as a non-acceptable policy. Still, some are staunch advocates of its virtues. Most individuals who condemn participative pro-active risk management will readily admit that their views are based on past histories in which they experienced either poor results, or even failure, when attempting to practice similar safety approaches. Illinois Parks and Recreation 8 November/December 1987 This, then, is the conception that must be combatted. Your organization must not only say that it is going to practice pro-active risk management; it must also be committed to do so, even at the risk of losing some autonomy in the decision-making process at top administrative levels. Defining the approach Here's a good practical definition: Participative pro-active risk management is the decentralized team approach to managing risk in which all staff are committed to the program, and given the greatest practical latitudes to determine or influence the safe condition of their assigned jobs as they help carry out the requirements of the organization. Basically, each employee has a stake in the future of the agency, and he (or she) should be given as much freedom as is practical in assuming responsibility for the safety of fellow staff members, park patrons and the organization itself. Obviously, there are no guarantees in participative pro-risk management. However, there are many potential rewards or benefits which an organization can expect from participative risk management when it is properly understood and practiced. These potential benefits include: • greater participation in the program by all employees. • a greater commitment to the program and, thus, the potential for a safer environment for staff and patrons. • a reduction in insurance premiums and legal fees paid out for filed accident claims. • fairer appraisals and evaluations based on results. • agreement on what is to be expected. • preparation of staff for assuming greater responsibility. • better planning and decision making closer to the scene of the action or incidents. • less supervision. • greater freedom to manage resources. • more respect for and from subordinates. • better feedback, contact and communication throughout the agency. These are just a few of the rewards which the Skokie Park District has received since it implemented and committed itself to a Illinois Parks and Recreation 9 November/December 1987 program of participative pro-risk management. Final observations The participative pro-active risk management program developed by our district is more than just a re-hash of what has been done by others in the past. It is an instrument tailored to our specific needs, but it is also generic enough that, with minor adjustments, it can be reproduced and utilized by other park and recreation agencies. The participative pro-risk management program represents a philosophy characterized by: • a belief that employees are responsible, trustworthy and capable of making proper safety decisions when given the necessary information, training and motivation. • a belief that groups of individuals can work effectively as a team. • a belief that commitment to risk management will produce support from the media, community and all publics that the agency serves. • a process of designing park programming to provide maximum service to the public in an effective, efficient and safe manner. • a system that provides direct, immediate and meaningful feedback. • an environment of trust, respect and self-regulation. • a collaborative approach to safety problem identification and resolution. • a commitment by the organization to budget the necessary financing and resources to accomplish safety goals and objectives. In essence, it's a process that increases participation in the administration of a safety program to effectively use all resources available to solve risk management problems. It is giving all employees a sense that they are important and have a greater voice — a piece of the action — without subrogating management's authority and responsibility to make alternate decisions. With regard to risk management, the old addage rings true: You get what you pay for! ABOUT THE AUTHORS: Jay D. Young is the assistant director of parks and recreation at the Skokie Park District. Brian Sullivan is the athletic supervisor and safety officer for the Carol Stream Park District. He was an administrative intern for the Skokie Park District when this article was written.
Illinois Parks and Recreation 10 November/December 1987 |
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