Risk Management Chapter 3

Risk Management Risk management is designed to reduce the risk (probability or likelihood) of injury and/or loss to sport participants, spectators, employees, management, and organizations Impossible to remove all risk – simply reduce/minimize

Perspectives on Risk Management Manager Has lots of different responsibilities, not just risk management Bases decisions on prior experiences, prior coursework, and other factors Managers approach to risk management often also includes financial aspects

Perspectives on Risk Management Risk Manager or Director of Loss Prevention Has primary responsibility for safety of a sport facility Handles day-to-day operations of managing risk Responsibilities may include alcohol service training, safety inspections, fire prevention, blood-borne pathogen protection, weather- related risk management, food service and equipment, and emergency services coordination

Perspectives on Risk Management Outside Auditor An outside person who comes into your organization/facility and attempts to identify hazards Insurance Company Interested in limiting financial loss which flows from damage and/or injury Weighs probability and severity of harm

Perspectives on Risk Management Lawyer Personal Injury cases are often won on facts and a determination of standard of care Think like a lawyer to avoid needing one Jury (of your peers) Tend to focus on reasonableness

Categories of Loss Money Includes increases in insurance rates and/or dropped policies Time and effort Litigation – 10 + years – research, preparation, travel, deposition, reviewing documents, etc. Stress The legal process is very intimidating and stressful! Image and good will The media JUMPS on these types of stories – may result in loss of sales, donation, etc.

Risk Management Process Recognition Analysis Action

Recognition Requires focus on both general categories of risk, as well as specific hazards What managers see as risks/hazards often influenced by self Cost plays a major factor, but important all possible funding is exhausted Other factors include human resources, difficulty of implementation, and distance between management and those who see potential risks

Analysis Includes risk identification and risk evaluation Risk identification May include review of past incident/accident reports Requires common sense, but also relies on industry/community standards, published guidelines, case precedent, statutory mandates, etc. May require thorough analysis of your customer

Analysis (cont’d) Risk evaluation Requires evaluation of frequency and severity Applies the legal concept of foreseeability Can be done both subjectively and objectively Which are more serious – high frequency, low severity, or low frequency, high severity?

Action Four possible responses to risks/hazards Retention Keep the situation as is Treatment Take action to reduce the risk Transfer Place the liability on another – contract out/leases Avoidance Eliminate the risk through elimination of program, service, or facility

Action (cont’d.) Once management chooses an action path, it must be documented via policies and/or procedures Important to ensure policies and procedures are not just created, but understood and followed!

Emergency Action Planning A comprehensive, proactive plan, that addresses potential medical emergencies occurring in a sport setting Once plan is written, it must be communicated to all staff and practiced Factors include distance to emergency facilities, gates, location of first aid and emergency equipment

Crisis Management Planning Similar to an Emergency Action Plan, but specific to emergency situations that are greater in scope and generally more damaging to more people Examples of crises include catastrophic weather events, fires, and terrorist events

Steps of Crisis Management Planning 1. Create a planning team 2. Develop an action plan Must consider personnel, equipment, and shutoffs 3. Establish emergency communication rules 4. Establish post-crisis communication rules 5. Create post-crisis reports 6. Test the plan

Lightning Safety National Athletic Trainers’ Association position statement ID person of authority to remove participants Appoint weather watcher ID method for watching (visual and electronic) ID safe structures ID criteria for suspending and returning to play (flash to bang and rule) Require CPR Certification for staff

Lightning Safety NCAA Guidelines Designate chain of command (watcher  decision maker) – includes making EAP Review daily weather predictions Monitor National Weather Service Ensure coaches and athletes know locations of safe structures Keep athletes, coaches, and officials aware of proximity of lightning

Facilities and ADA Compliance Pursuant to the legislation, “disabled” means any person who has a physical or mental impairment that substantially limits one or more of the major life activities, has a record of such impairment, or is regarded as having such an impairment Includes diabetes, learning disabilities, drug addiction, and alcoholism

Facilities and ADA Compliance Facilities constructed prior to January 26, 1993 are considered existing facilities that must remove architectural barriers only where such removal is readily achievable in relation to the effectiveness, practicality, and cost of such removal Facilities designed and constructed for first occupancy after January 26, 1993, are viewed as new construction and must comply with the ADA’s more strict accessibility standards Includes installing ramps; making curb cuts in sidewalks and entrances; rearranging tables, chairs, vending machines, display racks, and other furniture; repositioning telephones; widening doors; and eliminating turnstiles or providing alternative accessible paths