1. Developing a Policies and Procedures Manual
chapter 24
Facility Policies, Procedures,
and Legal Issues
Traci Statler, PhD, and Victor Brown, MS

2. Chapter Objectives
Develop and clarify the goals and objectives of a strength and conditioning program
Understand the daily operational practices of a strength and conditioning program and facility that help to achieve the goals and objectives
Establish a standard of practice that leads to a safe and effective strength and conditioning program
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3. Chapter Objectives (continued)
Identify common areas of potential liability exposure and implement appropriate risk management strategies
Create a policies and procedures manual for a strength and conditioning program and facility
Properly schedule the strength and conditioning facility, along with formulating guidelines on seasonal planning and staff-to-athlete ratios

4. Key Terms
policies: A facility’s rules and regulations; reflect the goals and objectives of the program.
procedures: Describe how policies are met or carried out.

5. Mission Statement and Program Goals
Suggested criteria for an effective mission statement (according to the Drucker Foundation)
Is short and sharply focused
Is clear and easy to understand
Defines why the organization exists
Does not prescribe means
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6. Mission Statement and Program Goals (continued)
Suggested criteria for an effective mission statement (according to the Drucker Foundation) (continued)
Is broad in scope
Provides direction for upholding code of ethics
Addresses and matches the organization’s scope of practice
Inspires commitment
(continued)

7. Mission Statement and Program Goals (continued)
Example of a mission statement of a strength and conditioning program:
“To provide to athletes the means by which they can train consistently, sensibly, and systematically over designated periods of time in a safe, clean, and professional environment to help prevent injury and improve athletic performance.”

8. Key Point
A mission statement is an organization’s statement of purpose, providing the strength and conditioning program with focus and direction.

9. Program Objectives Sample list of objectives to reach program goals:
Design and administer strength, flexibility, aerobic, plyometric, and other training programs that reduce the likelihood of injuries and improve athletic performance.
Develop training programs based on biomechanical and physiological differences among individual athletes, taking into consideration their ages, sex, training status, physical limitations, and injury status.
(continued)

10. Program Objectives (continued)
Sample list of objectives to reach program goals:
Recognize acute and chronic physiological responses and adaptations and their implications for the design of sport-specific training programs.
Educate athletes on the importance of good nutrition and sleep and their role in health and performance.
Educate athletes about the effects of performance-enhancing substances and their abuse, relevant school policy, and legislation.

11. Strength and Conditioning Performance Team
Job responsibilities vary according to the institution.
Consult the Strength and Conditioning Professionals Standards and Guidelines manual when developing the strength and conditioning performance team.
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12. Strength and Conditioning Performance Team (continued)
Director of strength and conditioning (head strength and conditioning coach)
Responsibilities
Overall strength and conditioning program
Facility
Equipment
Staff
Administrative tasks such as preparing a budget, purchasing equipment, preparing proposals, and working with administration and media
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13. Strength and Conditioning Performance Team (continued)
Points of preparedness required of each member of the strength and conditioning staff
1. Maintenance of professional certification
2. Maintenance of certification in standard first aid, CPR, and AED
3. Review of emergency response procedures
4. Knowledge and understanding of program policies and procedures
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14. Strength and Conditioning Performance Team (continued)
Points of preparedness required of each member of the strength and conditioning staff (continued)
5. Knowledge and understanding of governing body rules and regulations
6. Knowledge and understanding of cleaning and maintenance issues and needs
7. Knowledge and understanding of program philosophy and instruction methods

15. Legal and Ethical Issues
Common legal terminology
Informed consent—The process by which a procedure or activity is described to a participant, with an explanation of inherent risks and benefits involved, allowing the individual to determine if he or she desires to participate.
Liability—A legal responsibility, duty, or obligation. By virtue of their employment, strength and conditioning professionals have a duty to the athletes they serve, not only to act when an injury occurs but also to prevent injury.
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16. Legal and Ethical Issues (continued)
Common legal terminology
Standard of care—What a reasonable and prudent person would do under similar circumstances
Negligence—Failure to act as a reasonable and prudent person would under similar circumstances
Assumption of risk—Knowing that an inherent risk exists with participation in an activity and voluntarily deciding to participate anyway
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17. Legal and Ethical Issues (continued)
Preparticipation screening and medical clearance
Standard 1.1 “requires participants to undergo health care provider screening and clearance prior to participation.”
The strength and conditioning professional does not need an actual copy of the physical examination but should require a signed statement to show proof of medical clearance to participate.
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18. Legal and Ethical Issues (continued)
Individuals allowed to use the strength and conditioning facility at an institution
Full- or part-time student-athletes participating in an athletic department–sponsored sport
Newly incoming and just-transferred student-athletes who have confirmation of team status as designated by the head sport coach
Students in physical education classes
Athletic department coaching and administrative staff
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19. Legal and Ethical Issues (continued)
Individuals allowed to use the strength and conditioning facility at an institution (continued)
Sports medicine department staff
Alumni athletes who participated in an athletic department–sponsored sport and completed their eligibility
Individuals and groups approved by the athletic director or director of strength and conditioning
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20. Legal and Ethical Issues (continued)
All participants must sign a liability waiver, which should be modified as needed to comply with local and national laws.
Reducing liability for on-premise injuries during use of the facility is critical in any risk management strategy.

21. Legal and Ethical Issues
Record keeping
Records that should be kept on file
Cleaning and maintenance
Safety procedures
Manufacturer’s warranties and guidelines
Assumption-of-risk or other informed consent forms
Medical waivers and clearance forms
Personnel credentials
Professional guidelines and recommendations
Injury report forms
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22. Legal and Ethical Issues (continued)
Liability insurance
A contractual promise by which the insurer promises to defend and indemnify the insured, up to the defined limits of liability, from certain defined liability risks at the insurer’s cost in exchange for payment of a premium.
Strength and conditioning professionals should consult
Their human resource manager
A legal consultant
Professional organization (e.g., NSCA)
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23. Legal and Ethical Issues (continued)
Product liability
Use equipment only for the purpose intended by the manufacturer.
Be certain that equipment meets existing professional standards and guidelines.
Buy only from reputable manufacturers.
Do not modify equipment unless such adaptations are clearly designated and instructions for doing so are included in the product information.

24. Legal and Ethical Issues (continued)
Product liability
Apply all warning labels that accompany a new equipment purchase.
Continually inspect equipment for damage and wear that may place an athlete at risk for injury.
Do not allow unsupervised athletes to use equipment.
(continued)

25. Legal and Ethical Issues (continued)
Discipline
Example of a tiered penalty system applied to a repeated violation
First offense: a verbal warning by a staff member, an explanation of the nature and importance of the rule or guideline that was broken
Second offense: dismissal from the facility for one day, documentation of the offense by the staff member, correspondence with the athlete’s sport coach
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26. Legal and Ethical Issues (continued)
Discipline
Third offense: dismissal from the facility for one week, documentation of the offense by the staff member, correspondence with the athlete’s sport coach
Fourth offense: dismissal from the facility for the remainder of the year, documentation of the offense by the staff member, correspondence with the athlete’s sport coach and the athletic director
Fifth offense: permanent dismissal from the facility, documentation of the offense by the staff member, correspondence with the athlete’s sport coach and the athletic director
(continued)

27. Legal and Ethical Issues (continued)
Supplements, ergogenic aids, and banned substances
Standard 9.1 in Strength and Conditioning Professional Standards and Guidelines
“Strength and Conditioning professionals must not prescribe, recommend or provide drugs, controlled substances or supplements that are illegal, prohibited or harmful to participants for any purpose including enhancing athletic performance, conditioning or physique ”

28. Staff Policies and Activities
Reporting and documentation
Additional records that should be developed and maintained
Personnel credentials
Professional standards and guidelines
Policies and procedures for operation and safety (written emergency plan)
Equipment user manuals provided by the manufacturer
Equipment and facility maintenance
(continued)

29. Staff Policies and Activities (continued)
Reporting and documentation
Preparticipation medical clearance
Return-to-participation clearance
Protective legal documents such as informed consent, waiver of claim, personal contract
Training logs, evaluation entries, instruction notes
Participants should complete and sign such legal documents at the annual orientation meeting
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30. Staff Policies and Activities (continued)
Code of ethics and professionalism
Strength and conditioning professionals should become familiar with
NSCA Code of Ethics
Their institution’s code of ethics and student-athlete code of conduct
Athlete welfare is generally the primary focus.
(continued)

31. Staff Policies and Activities (continued)
Instruction and supervision
Principles of supervision
Always be there.
Be active and hands on.
Be prudent, careful, and prepared.
Be qualified.
Be vigilant.
Inform participants of safety and emergency procedures.
Know participants’ health status.
Monitor and enforce rules and regulations.
Monitor and scrutinize the environment.

32. Key Point
The risk of injury cannot be totally eliminated but can be effectively managed by the strength and conditioning professional.

33. Staff Policies and Activities
Program design
The director of strength and conditioning should oversee and monitor all performance training programs, including reconditioning.
A copy of all programs designed by staff (i.e., the list of exercises to be performed) should be reviewed and on file in the director’s office before a team begins their program.
(continued)

34. Staff Policies and Activities (continued)
Workout sheet (workout card)
The process of generating a workout sheet is different for each strength and conditioning program.
Strength and conditioning activities should be prearranged; athletes must have an approved workout sheet when training.

35. Facility Administration
A list of rules and policies should be posted in the training area where it can be easily seen.

36. Emergency Planning and Response
Components of an emergency action plan
EMS activation procedures
Names and telephone numbers of primary, secondary, and tertiary individuals to contact
Specific address of the strength and conditioning facility
Locations of the telephones
Locations of nearest exits
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37. Emergency Planning and Response (continued)
Components of an emergency action plan
Designated personnel qualified to care for injuries (i.e., sports medicine staff)
Ambulance access
Location of emergency supplies and first aid kit
Plan of action in case of fire, tornado, life-threatening injury, crime, terrorism, and so forth
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38. Emergency Planning and Response (continued)
Emergency personnel
The strength and conditioning practitioner (and any personnel associated with practices and skill instruction) should acquire and maintain emergency first response certifications.
Standard first aid
CPR
AED
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39. Emergency Planning and Response (continued)
Emergency communication
Establish a direct line of communication and formulate a backup plan.
Emergency equipment
Emergency equipment should be readily available in an emergency situation.
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40. Emergency Planning and Response (continued)
Roles within the emergency team
Provide immediate care of the athletes, as time is the most critical factor in emergency situations.
Emergency equipment retrieval; users of the facility should be made aware of the types and locations of emergency equipment before participation.
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41. Emergency Planning and Response (continued)
Roles within the emergency team (continued)
Activation of the emergency medical system (EMS); establish a method for a direct line of communication in cases in which emergency transportation is not already on-site.
The individual making the call should have been familiarized with the facility location during the orientation meeting.

42. Table 24.2