Risk Management Planning

SportRisk Planning Manual

July 14, 2011

sportrisk

www.sportisk.com/resources

SportRisk: Table of Contents

CHAPTER 1: Introduction

CHAPTER 2: Negligence

1. Why is Negligence such a Big Deal?

  • Our Litigious Society
  • Impact of Increased Litigation on Sport/Recreation

2. Negligence

  • Tort Law
  • What is Negligence?

3. Establishing Liability for Negligence

  • Establishing Negligence
  • Duty of Care
  • Standard of Care
  • Actual Harm
  • Proximate Cause
  • Liability for Negligence
  • Personal Liability
  • Vicarious Liability
  • Products and Premises/Occupiers Liability
  • Defences against Negligence
  • Contributory Negligence
  • Voluntary Assumption of Risk
  • Waivers

4. Negligence and the Courts

  • The Legal Process
  • What to do in the Event of a Lawsuit

CHAPTER 3: The 5 Key Risk Areas

1. Supervision & Instruction

  • Qualifications & Certifications
  • Supervision Ratios
  • Lesson Plans & Progressions
  • Job Descriptions
  • Matching Participants

2. Training

  • What Training is Required?
  • Who Needs to be Trained?
  • Training Grids

3. Facilities & Equipment

  • New Facility Design Issues
  • Inspections
  • Maintenance
  • Inspection and Maintenance Checklists
  • Signage
  • Facility and Equipment Modification
  • Natural Hazards

4. Documentation

  • Risk Management Manual
  • Waivers
  • Medical Screening
  • Risk Information

5. Emergency Response Plan

  • Emergency Planning Process
  • Training
  • Rehearsals/ Drills
  • Equipment
  • Communication

CHAPTER 4: Risk Management Planning

1. Risk Management: What’s it all about?

  • What’s all the Fuss?
  • Defining Risk Management

2. The Role of Insurance

  • The Cornerstone of your Risk Management Plan

3. Keeping it Simple

  • Don’t Sweat the Small Stuff

4. Focus on High Risk Areas: The Risk Matrix

  • Risk Matrix: Probability vs. Severity

5. Risk Management Planning

3 Step Process:

  • Step 1: Prioritize High Risk vs. Low Risk
    – The Risk Matrix
  • Step 2: Conduct an Audit/ Risk Assessment
    – The 5 Key Risk Areas
    – The Key issues in each Risk Area
    – The Key Audit Questions
  • Step 3: Develop Action Plans

6. Organizing for Risk Management

  • The Risk Management Committee

CHAPTER 5: Special Policy Areas

1. Transportation

  • Four Key Areas (Vehicles; Drivers; Passengers; Emergency Response)
  • Trip Administrator
  • Trip Leader

2. Sport Clubs

  • Reporting Structure
  • Coaches
  • Travel
  • Emergency Care
  • Other (Waivers; Medical Screening; Safety Officer; Alcohol/Drugs; Hazing;)
  • Sport Clubs Manual

3. Summer Camps

  • Staffing
  • Supervision & Training
  • Emergency Response
  • Documentation
  • Facilities & Equipment
  • Other (Behavioural Issues; Medications; Transportation; Insurance)
  • Summer Camps Manual

4. Disease Control

  • Bloodborne pathogens
  • Infectious Diseases

5. Alcohol & Drugs

  • Policies
  • Facility Rentals involving alcohol

6. Event Management

  • Five Key Areas
  • Event Management Checklist

7. Contracts

  • Facility Rentals
  • Personnel

In today’s litigious society, can you afford not to have this book?

To order, go to www.sportisk.com/resources

Managing Risk in Sport and Recreation: The Essential Guide for Loss Prevention

July 14, 2011

Katharine M. Nohr, Esq.
Nohr Sports Risk Management, LLC

On March 8, 2003, I was training for the cycling segment of a half Ironman triathlon. I had traveled to Maui with a sport club and we were biking from Kahului to Hana, a treacherous 56 mile ride in the rain. Fatigue, wet brakes and lack of experience navigating switch backs down steep mountain terrain caused my bike to lose control, hit a guard rail and launch me into the air down a 280 foot cliff. The force had caused my bike to break in half, landing high in a tree. My fall was miraculously broken by a ledge where I landed on my knee and wrist, suffering relatively minor injuries (only 3 fractured wrist bones) rather than the more likely outcome of death. The rescue was made by firefighters rappelling down the mountain, rather than an impossibly dangerous helicopter mission.
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Over Exercise: How Should the Recreation Facility Respond?

July 04, 2011

Karen S. Miller
Registered Dietitian/Nutrition Educator
Edited by Christopher Dulak, Dr. Janet Crawford, Katie James
University of Nebraska-Lincoln

Introduction
Imagine you are walking by a sauna and you see a woman doing steps on the benches; or you see a male participant who has moved an exercise bike into a sauna to exercise. Imagine you are seeing a middle aged women exercising on a treadmill, her body emaciated to the point of having no muscle tone. Or you see a “normal” weight participant who has been working out in the building for three hours. What is your response, what action is appropriate?

You may ask: “So what?” What “should” we do? What is appropriate? We know it’s an issue, but what action do we take?”

Occasionally there will be a story of over-exercise to bring the subject to the headlines. People Magazine reported on Peach Friedman in “Exercise Almost Killed Her” (Souter, et al, 2006). In a side bar segment they also mentioned actress Jamie-Lynn Sigler and her bout with “exercise bulimia.” Today’s Dietitian reported: “Exercise Abuse: Too Much of A Good Thing” (Jackson, 2005). And Fitness Magazine carried: “I Am an Exercise Addict” (Schein & Copeland, 1994).

In a society that idealizes and promotes the perfect body; with role models like The Biggest Loser (at least 4-5 hours of exercise daily) and with the pursuit of rock hard abs and tight butts, how much exercise is too much? When is it time for the fitness profession to step in and say ENOUGH IS ENOUGH!?
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Six Steps to Sport Clubs Risk Assessment

May 12, 2011

Eric Ascher, Sport Clubs Coordinator
Diane James, Risk Management & Aquatics Coordinator
Steven Elliott, Risk Management Aide
Department of Recreational Sports
University of Florida

Risk Management is an important component of any Sport Clubs program. Because of this fact, UF RecSports chose to begin a department-wide risk assessment project with Sport Clubs. This project began in July with information from the web and other NIRSA members. Very few models were available. In August, a Risk Management Aide joined the team and the process of creating the Risk Assessment began.

The Risk Management team developed a rough draft utilizing what information had been found and what elements should be documented. A Risk Assessment Form and a PowerPoint presentation geared specifically to the Sport Clubs was developed. Drafts were sent to the Director, Associate Director, and Sport Clubs Coordinator for feedback. Revisions were made and presentations to the clubs were scheduled.

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Managing the Risks of Special Events

May 12, 2011

Joe Risser CPCU, ARM-P
Risk Management Design
San Luis Obispo

Special events can present a wide variety of additional risks to a public entity. Often the risks are linked to: uncommon or first time activities, complex activities and mixed crowds, temporary sites and services, involvement of partner and supporting organizations, and reliance on inexperienced staff and volunteers. Skillful management of the event and supporting activities, including the risks, requires through knowledge of the event, adequate controls and financing for losses that may occur despite all of the attention to risk. Assignment of adequate resources for the planning, and execution of the event, whether it be an entity event or the event of another organization at the entity’s facilities, is critical.

Events can become “special” based upon the content, participants, sponsors, venue, funding or other factors. The special “guest” may have armed bodyguards or an entourage of “followers” with whom local authorities will need to interact. Special events are generally beyond the scope of the public entity’s “day to day” activities, requiring exceptional efforts and resources. They may be an event of a city, Annual Holiday Parade, or the event of an outside entity held in a city or county facility, such as a Renaissance Faire. Impacts on the normal operations of the public entity, community, and immediate “neighbors” may be significant or benign, such as special lighting overflow, amplified sound and a surprise fireworks finale. Critical to the management of the event and the risks involved is ownership of the event and/or the venue.

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360-Degree Risk Management Part I

May 12, 2011

Lori Miller Ed.D., JD
Professor, Sport & Recreation Law
Wichita State University

As we begin a new academic year, it is a good time to step back and take a fresh look at your department and the policies and protocols related to the management of inherent campus recreation risks. This two-part article provides both novice and seasoned campus recreation administrators with a simple, concise, and descriptive concept, i.e., 360-degree risk management, to assist in the comprehensive design or review of their respective campus recreation risk management system.

As depicted by the icon, the 360-degree risk management concept embraces the dynamic, all-encompassing nature of campus recreation risk management systems in the 21st century. Eight characteristics embody a quality 360-degree risk management system:

  1. Comprehensive understanding of the varied risks common to a campus recreation department;
  2. Broad based, multi-functional risk management responsibilities expected of all campus recreation staff, student workers, and volunteers;
  3. Ongoing communications with central administration, supervisors, subordinates, community partners, volunteers, facility lessees, and students;
  4. Collection and analyses of internal data (e.g., participant usage, preferences, injuries, staff performance) and external data (e.g., legislation, professional standards, economic climate, demographic trends);
  5. Routine review, updating (if needed), and communication of campus recreation policies and procedures;
  6. Relevant risk management trainings and professional development opportunities;
  7. Campus recreation job descriptions and rewards that include defined risk management responsibilities and corresponding performance assessment; and
  8. Overt administrator commitment to an established quality risk management culture.

Part I of this article discusses the important risk management role associated with the first four characteristics (i.e., #1-4), and Part II of the article ,covering the latter four characteristics, will be included in the next issue of the Risk Management Newsletter. The following paragraphs describe the first four elements found within a quality 360 Degree Risk Management System.

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